Two delegates explain how the latest AMP certificate has equipped them to guide their clubs forward.
The Advanced Management Programme certificate in Strategic Planning proved a valuable opportunity for delegates to build confidence and develop practical tools to guide their clubs’ futures.
Among the six delegates were Andrew Smedley, General Manager at Highwoods Golf Club, and Pete Gabriel, General Manager at Monmouthshire Golf Club. Both praised the interactive delivery and left with actions to take back to their clubs, whose welcome support had allowed them to attend in the first place.
Led by Kevin Fish CCM, with Professional Development Manager Gareth Morgan facilitating, the three-day course began at The Caversham before moving to Goring & Streatley Golf Club for its final day. Delegates explored their clubs’ purpose, assessed their current position and considered how to identify priorities before developing a meaningful strategic plan.
For Andrew, the course came at an important stage for Highwoods, with the club looking to establish its direction following a period of progress.
“The club’s reaching a bit of a pivotal moment in its future post-COVID boom, and it just needs to create now a strategy after doing some fantastic work,” he said. “So the strategic planning course was ideal for me.”
Pete knew Monmouthshire needed a plan, but wanted help approaching the task. Having moved into club management around 18 months ago, alongside running his own business, he had identified this as an area where specialist education could help.
“As much as I know we need to do a strategic plan, part of it has been it’s all a bit overwhelming in a way,” he said. “It kind of simplified it and made me realise it won’t be as daunting using the structure, information and processes gained from the course.”
As the programme progressed, the focus shifted towards implementation. Sessions covered leading change, assigning ownership and accountability, and maintaining momentum, with delegates using practical templates and working through their own clubs’ priorities.
Both Andrew and Pete had previously completed the Governance certificate. Completing Strategic Planning enabled them to achieve the broader Governance & Strategic Planning Award, which includes 12 months of Chartered Management Institute membership.
Learning through discussion
For Andrew, the delivery encouraged questions and allowed delegates to explore challenges openly. Kevin’s approach provided structure while giving discussions room to develop, with Gareth contributing to conversations throughout.
“One thing I liked being able to do was ask questions. I wasn’t afraid to be wrong,” Andrew said. “I’m allowed to ask questions and happy to learn and develop and grow amongst other experienced general managers.”
Pete also valued being encouraged to think through problems, with the small group giving everyone opportunities to participate.
“There were six of us on a sort of U-shaped table with Kevin presenting at the front, but it was very much an engagement,” he said.
“Kevin asking the right questions and leading us to think about it, as opposed to just listening. For me, I feel like I learn more doing that rather than just having stuff dictated.”
Delegates brought different levels of experience, including managers who had already worked through strategic planning at other clubs. Their contributions helped connect the course content to situations others recognised.
“I call it the think tank, really, where you’re picking up bits from the other people, the other delegates in the room on strategic planning, but on other things to do with golf club management as well,” Pete said.
That exchange continued outside the sessions, with meals together offering further opportunities to compare experiences. Hearing about other clubs helped put their own challenges into perspective and provided ideas to explore.
Reflecting on that aspect of the programme, Gareth said: “The learning doesn’t stop when the classroom closes.”
The connections have continued since delegates returned to work.
“Our WhatsApp group’s great already off the back of that,” Andrew said. “We’re sharing with each other what progress we’re making since coming back from the course, what our key action points are, what our big conversations are.”
Taking the learning back to the club
Both managers saw a clear connection between Governance and Strategic Planning, particularly in how they communicate with boards and committees.
Developing a plan involves securing support from others, and the course encouraged delegates to consider how they could introduce ideas and explain their value.
“The club has been running successfully for 100 years and has done lots of positive things during that time, so it’s not about coming back and saying everything needs to change,” Andrew said.
“For us, it’s about building on that history by creating a clear plan for the future, bringing the Board and members with us and making sure they’re engaged in where the club goes next. That process of education and engagement is something we’ve come back really keen to start.”
Pete had already gained his committee’s support for developing a plan. The course equipped him to move that work forward, while the final-day presentations offered further opportunities to learn from how others would approach conversations at their clubs.
For Andrew, demonstrating the value of Highwoods’ investment was a priority. He had shared briefing notes and prepared a presentation for his board, setting out what he had learned and the actions the club could consider.
“It’s a real conscious decision to put me on a course like this and pay for it and pay my expenses,” he said. “I’ve got lots of tangible bits to go through.”
Continuing support and accountability
The programme’s value also extends beyond the three days, with Andrew welcoming the combination of follow-up and access to advice.
“I’ve come back with action points, and Gareth is going to be checking up on me in a month’s time to check where I am on those, so I feel there’s an element of accountability of delivery,” he said.
“I think we’ve all been told that if we need to pick up the phone, either to Kevin or Gareth, then they’re readily available for us now to go through this journey and go through this process. I feel like we’ve got a network there of continuous support.”
Pete’s approach to further education will remain focused on the needs of Monmouthshire, having discussed with Gareth which courses would best complement his existing business experience.
“For me, with the training, it is solely if it’s going to bring value to the golf club,” he said. “I will do it.”
That application is also how Gareth will assess the programme’s lasting impact.
“Of course, completing a course isn’t the end of the process,” he said. “The real measure of its success is what happens next. It’s what our delegates take back to their Clubs, the conversations they now have, the questions they ask, the decisions they influence and the strategies they help to build.”
Click here to find out more about the Advanced Management Programme, including course dates
Key takeaways
- Strategic Planning gives managers practical tools to assess their clubs’ priorities and begin developing a plan.
- Interactive sessions and shared experiences help managers build confidence and consider how to secure board and member support.
- Follow-up from the course leaders and an ongoing delegate network support managers as they put their learning into practice.
