Leader’s Top Disciplines Series II: Getting More Value from Our Strengths with Discipline

In the last article, the first in the Leader’s Top Disciplines Series, we looked at the valuable discipline of “Finding What is Right (or Excellent)” and more to the point, to work as leaders on disciplining ourselves to “find what’s working” vs going to the people, situations, contexts that need our attention or fixing. Click here to see this article if you missed it.

For this one, I would again lean on the perspective of Marcus Buckingham where he unpacks how leaders can help their team members get more value from their strengths with discipline and intentionality. To set the tone, please watch this Instagram link: Marcus Buckingham: Strengths get more value from being a discipline | Turn them into something that creates performance.

Buckingham’s words are worth highlighting: “…the best way to turn a strength into success. Because remember a strength isn’t an anointment of success, a strength isn’t performance. A strength is just an appetite. A strength is the idea that there are certain activities or moments or situations that strengthen you. So a strength is just potential…Do you wanna turn a strength into performance? Put a discipline to it…”

Here’s how Marcus Buckingham’s principles apply to golf club leadership, management, hospitality leadership, and team performance in the golf industry:

Applying Strengths-Based Leadership & Discipline to Golf Club Management

Marcus Buckingham’s insights into strengths-based leadership are directly relevant to the golf industry, where success depends on teamwork, guest experience, operational efficiency, and leadership excellence. Whether managing a private golf club, overseeing hospitality operations, or leading a team of professionals, recognizing and developing strengths with discipline is the key to sustained performance.

1. Strengths Are the Foundation, Not the Finish Line

At a golf club, every role—general manager, head professional, superintendent, F&B director, membership director, and assistant pros—requires a specific set of skills and strengths. However, simply having a great natural ability in leadership, customer service, or financial management isn’t enough.

• A charismatic head golf professional may naturally connect with members, but without discipline in time management and follow-through, they may struggle with running tournaments effectively.
• A financially savvy general manager might understand budgets and forecasting but will fall short if they don’t discipline themselves to engage with members and staff.
• An assistant professional passionate about coaching still needs structured practice in teaching methodologies, lesson marketing, and student engagement to be truly effective.
• Example: A golf club may hire a talented hospitality director with a natural gift for service. However, without structured training in event execution, member engagement strategies, and problem-solving under pressure, they won’t elevate the club’s hospitality experience to an elite level.
• Application: Identifying strengths is just the beginning. Developing structured systems, training programs, and accountability measures ensures those strengths lead to measurable success.

2. The Role of Intentional Practice for Professionals in the Golf Industry

Deliberate practice isn’t just for golfers—it’s essential for club leaders and their teams. Successful golf operations require refining skills through disciplined repetition, feedback, and adjustment.

• A membership director with strong sales skills must refine their ability to read different member personalities, adjust pitches, and follow up consistently.
• An assistant professional working toward becoming a head pro must develop leadership skills by shadowing club managers, handling event operations, and practicing public speaking.
• Food & beverage staff must continually improve service speed, guest interaction, and menu knowledge to create a five-star dining experience.
• Example: Consider an assistant golf professional who is excellent at giving lessons. To become a director of instruction, they must develop structured teaching methods, communication strategies, and business acumen, and have the ability to mentor other professionals who need someone who can “coach them” in their coaching—not just rely on raw coaching talent.
• Application: A great leader isn’t just naturally gifted—they intentionally refine their strengths through structured training, mentorship, and experience.

3. The Discipline of Focus in Golf Club Operations

Golf club professionals and hospitality leaders are often pulled in multiple directions—from handling member concerns to managing daily operations and planning events. While versatility is valuable, success comes from focusing on the highest-impact activities.

• A general manager must focus on strategic planning, financial health, and culture-building, rather than getting lost in day-to-day micromanagement.
• A golf professional should focus on lesson programming, player development, and tournament operations rather than administrative distractions.
• A superintendent should dedicate their expertise to turf health and agronomic planning, rather than being consumed by non-essential tasks.
• Example: A club’s food & beverage director might spend time putting out daily fires but lacks the discipline to step back and focus on long-term service enhancements, menu development, and cost control measures—all of which drive real success.
• Application: Club leaders must say no to distractions and delegate effectively to focus on strengths that create the most impact.

4. Turning Strengths into Measurable Impact

In the golf industry, success isn’t just about having a good team—it’s about delivering world-class experiences for members and guests. Talent must translate into performance metrics, including:

• Membership growth & retention (Are we attracting and keeping the right members?)
• Financial performance (Is the club meeting revenue goals and controlling costs?)
• Tournament and event success (Are events well-organized and well-attended?)
• Guest satisfaction (Are members and guests delighted with their experience?)
• Employee engagement (Is the team motivated, developing, and performing at a high level?)
• Example: If a golf club’s general manager is naturally gifted at member engagement (activation, retention and recruitment) but doesn’t track membership satisfaction or retention rates, their strength isn’t creating measurable success.
• Application: Golf club leaders must connect their natural abilities with KPIs, data, and structured goals to ensure strengths drive long-term performance.

Key Takeaway for Golf Club Leadership & Hospitality

Marcus Buckingham’s insights emphasize that talent alone doesn’t build great teams, organizations, or careers—discipline does. In the golf industry, where service, operations, and leadership define success, clubs must:

• Identify and develop strengths across all staff, from assistant pros to F&B teams.
• Implement structured training and mentorship to refine natural talents.
• Encourage focus and eliminate distractions to ensure leaders work on what matters most.
• Tie strengths to measurable results to drive member satisfaction, financial performance, and operational excellence.

By combining strengths-based leadership with disciplined execution, golf clubs can elevate their performance, create exceptional experiences, and develop future industry leaders.

Thanks for taking the time to read this article. If you have a story to share, an issue you’re facing professionally or similar, please reach out to me when you can. If you are seeking any help with your career or similar, please click on the “Book an Appointment on Monte’s Calendar” link below.