In the first quarter of 2017, I've had the opportunity to help facilitate 11 strategic planning sessions across the country. These sessions are a vital service GCSAA provides to chapters and members.
There have been various programs enacted. Many of our goals and action items are to increase membership, drive participation/attendance at local meetings and try to become more active and engaged with students at the middle school or high school level. It is import to introduce young people to the superintendent profession.
As part of these sessions, we also ask what the expectations are of the group. We feel this is an important part of the process. As a facilitator, this helps sense the direction for the meeting.
Following a Strengths, Challenges, Opportunities and Risk (SCOR) analysis, it is important for participants to prioritize the items most vital for them and the success of the organization.
Of the 11 sessions facilitated thus far, the most interaction and engagement has come from the next step of the exercise: Developing or reworking the current mission statement of the organization.
Some mission statements were pulled from a copy of a bylaws document that lists the purpose of the organization. In many cases, this hasn't been refined in years. Many mission statements simply list what the organization does. For example, a mission statement that mentions scholarships, research, education doesn't really dig into the "why." These are important operational items for a chapter, but is this really why the chapter exists?
All this aside – many mission statements are simply words. Words embedded into a document that is rarely, if ever, referenced. Successful organizations follow their mission statement. A mission statement isn't to be memorized, it is to be known, shared and lived.
Part of our strategic planning process is asking the group to work together or independently to compile the chapter or organizational mission statement. Ultimately the mission asks, "why does our group, organization, business exist?"
During these meetings, we have had great discussions on the mission statement. There have been many creative concepts and ideas. GCSAA's mission is to serve members, advance the profession and enhance the enjoyment, growth and vitality of golf. At the chapter level, there are pieces of GCSAA's mission statement that apply, however each chapter is unique.
Many exceptional leadership educators advise all of us to have our own personal mission statement. It defines the "why" of what you represent on a daily basis. In addition to a personal mission statement, I encourage your department to take a deep dive into the "why" you are serving your clients and how you as a golf course management professional can make an important impact on the customers at your facility.
Ultimately, you should ask yourself, "Is the mission vital?" If not, how can we get there?
