Leader’s Top Disciplines Series III: It’s the MAD Manager That Is Needed Most

Welcome to the third article in the Leadership in Hospitality (in the Golf Industry) series. Once again, I’ve found inspiration in the insights of Marcus Buckingham. As we (hopefully) emerge from the wet, snowy, and cold season here in the PNW, golf season is rapidly approaching—making this topic more relevant than ever.

At first glance, it might seem like we’re contradicting ourselves. We’ve been focusing on leadership, yet today, we’re talking about management. But let’s clarify: leadership is about behaviors and influence, while management is a role. One can be a manager without being a leader, and a leader without a managerial title. (It’s okay to scratch your head at this—it’s a common mix-up.)

For this discussion, let’s consider “leader” and “manager” as job titles. With that in mind, we can unpack Marcus Buckingham’s key point: the greatest impact on a team’s success comes from the manager. Click here to watch the video on Instagram.

“Highly successful teams and less successful teams in the same companies. We were trying to figure out, what’s the difference, why do some teams, in the same company, massively outperform other teams in the same company? We were looking at all the different variables, but when push came to shove and you really looked at what was the difference, it was the manager, it was the manager, manager, manager…and everywhere you looked, all the books I was reading and learning about in college, it was all about leaders…the managers were these sort of peons and the leader was the special one…’managers do things right, leaders do the right things’ and leaders were the epitome of what you should aspire to. But actually, the people that made the work… that made your life AT WORK is your boss, your direct boss. If you work for a really great boss inside a bad company, you have a really great work environment. If you work for a bad boss inside a great company, you have a bad work environment…It’s the manager that makes all the difference…”

Marcus Buckingham

So, it would seem that great leaders are still something to admire and something to aspire to. But, what if you’re not a “titled leader” per se? You can still be a great leader as a manager for your team by being a “MAD manager” (a Make A Difference Manager)  who manages to create a great work environment “in spite of difficult company circumstances” or “in celebration of great company circumstances.”

Absolutely! When it comes to inspiring PGA golf professionals and course operators, the message is clear: The key to success isn’t just in the larger “leader” titles, but in the day-to-day work that happens between managers and their teams. Great managers create environments where their teams thrive, even if the company as a whole is going through challenges or celebrating successes.

Here are some concrete and creative ways a MAD manager (Make A Difference Manager) can build a great work environment for a hospitality/service team, with a focus on the unique needs of a golf course or hospitality setting:

1. Foster a Culture of Recognition

• Personalized Recognition: Each team member is different and has unique contributions. A great manager takes the time to learn what motivates each individual and acknowledges their specific strengths, whether it’s with a simple “thank you,” a shout-out at a team meeting, or even a more formal award. (Next Level Move: Have someone record the audio or video of the shout out. Not for release to social media, but simply to share with them afterwards as they will likely not hear most of the good words that are said about them, because even praise makes most people uncomfortable. With this recording, they will get to hear the actual words you’ve said vs a blurry version.)
• “Employee of the Month” Reimagined: Instead of a generic “Employee of the Month,” consider a rotating “Team Player” award that celebrates qualities like teamwork, positivity, or going above and beyond. This makes it more relatable and ensures all members feel valued.
• Public & Private Recognition: Some people like recognition in front of others, and some prefer a private acknowledgment. A MAD manager finds both opportunities to reinforce good behavior and performance. Referring back to a previous article in this series, a MAD manager finds ways to celebrate what is right about the team so the good, the better and the best get highlighted (and rewarded) and inevitably repeated.

2. Encourage Open Communication and Feedback

• Regular Check-ins: Schedule frequent one-on-one meetings with team members to gauge how they’re doing. Ask for feedback on how you, as the manager, can better support them. It shows that you’re invested in their growth. (Next Level Move: My mentor, Gus Jones, loved the “go for a cart ride” check-in. Shoulder to shoulder, fresh air, private and forward facing components allowed for transparency, honesty and hopefulness.)
• Anonymous Suggestions Box: Sometimes, team members are hesitant to speak up. A physical or digital anonymous suggestions box can provide valuable insights and help you address team concerns early before they become larger issues. Share your feedback publicly among the team and ask for follow up feedback. How you respond may encourage the original author to step forward because they feel it is more safe to do so.
• Transparent Leadership: Share what’s happening within the company (when appropriate). Let your team know the bigger picture and how their contributions tie into it. Transparency builds trust, and a manager who keeps the team informed can make them feel more connected.

3. Create a Team-Centric Culture

• Inclusive Team Activities: Organize fun activities that allow the team to bond outside of the daily work grind. This could be a golf outing, a team cooking class, or a happy hour. A good relationship between co-workers enhances collaboration and morale. (Next Level Move: Build a “team activity” team that takes the lead and is balanced based on strengths, organizational awareness and similar. Ensure this team focuses on their impact, is balanced and knows they will be evaluated by you, the team so they stay on task and don’t become cliquish.)
• Mentorship Programs: Develop a mentorship system within your team where more experienced employees can support and coach newer staff. This not only helps new hires integrate but also boosts the confidence and leadership skills of those doing the mentoring. (Next Level Move: Give team members a chance to volunteer to be a mentor and to be mentored, while ensuring it’s not all one team member who is doing the mentoring. Give guidance on the process of mentoring, but not guidelines on what they are mentored on specifically.)
• Team Celebrations: Celebrate wins as a team—whether it’s a successful event, a day with high guest satisfaction, or personal milestones like birthdays and work anniversaries. This strengthens a sense of community. Refer back to the first section to see how to celebrate the team as a group, while celebrating the individual team members and their role in helping the team win.

4. Empower Your Team

• Delegate with Trust: Allow team members to take ownership of projects or specific tasks. On the contrary, avoid “dumping” tasks at all times as it doesn’t show trust, it says I don’t value you. Providing contextual training, resources and time to “get it” will show trust in their abilities, and offer the chance for them to bring new ideas to the table. Empowerment breeds a sense of responsibility and pride in their work.
• Encourage Innovation: In a hospitality setting, it’s easy to get stuck in routine. A great manager fosters an environment where innovation is encouraged. Make sure the outcome (or the experience) is clearly defined and known, and then allow for ways that improve the process of delivering on the outcome(s). By doing so, a MAD manager creates an open forum for team members to share new ideas that could improve guest experience or operational efficiency.
• Allow Autonomy: For example, let a server or shop assistant decide on the course of action when a guest has an issue. By allowing the team to make decisions, you give them a sense of control and confidence that impacts their job satisfaction and performance. (Next Level Move: Test your delegation. Did you train them well enough or have the right person do it on your behalf? Was the training clearly defined “like a box” with clear instructions, guidelines and outcomes? If yes, the box should be clear enough for them to work within it and be innovative, with autonomous creative thinking that still delivers on the outcome that you’ve clearly defined for them.)

5. Prioritize Well-Being and Work-Life Balance

• Respect Time Off: A MAD manager understands that employees need rest to perform at their best. Be proactive in scheduling time off and supporting a healthy work-life balance, especially during busy seasons when burnout is a real risk. (Next Level Move: Create intentional tracking methods where you track the work input of your salaried team members and help ensure they get the comp time they need, as there are no medals for workaholics.)
• Flexibility: Whenever possible, allow for flexible scheduling. Life happens, and a manager who accommodates personal needs builds trust and goodwill.

6. Invest in Ongoing Training and Growth

• Upskilling and Cross-Training: Offer opportunities for employees to learn new skills that can help them advance in their careers, even if that doesn’t immediately benefit the course. Whether it’s training for a different role, certifications, or hospitality skills, investing in employees’ personal growth shows that you care about their future. (Next Level Move: Send your key people who are “bought in” to shadow other key leaders in your area, and offer to do the same for their people. Meet with your cohort ahead of time so they can provide more information/expertise for your team members and you can do the same for theirs.)
• Bring in Experts: Whether it’s golf-specific knowledge, hospitality expertise, or team-building exercises, bringing in external experts to train your team on new skills or offer fresh perspectives can be a great motivator.
• Growth Pathways: Help team members understand how they can progress within the company. Show them what success looks like and how they can achieve it. Create a roadmap that makes it clear what they need to do to move forward.

7. Set Clear Expectations and Lead by Example

• Set the Standard for Service: A manager who demonstrates high standards of professionalism and service will inspire the same in their team. This doesn’t mean perfection, but rather consistency in delivering excellent guest experiences, even during busy or stressful times. Being “amazing once in a while or sometimes” is just as much of an issue for golf facilities and clubs as bad service/experience all of the time – consistency is the key.
• Be Available and Supportive: Lead by example in terms of work ethic. When the going gets tough, roll up your sleeves and show your team that you’re there to help, not just direct. Being hands-on builds respect and loyalty.

8. Promote a Positive Guest Experience (and for Team Members)

• Create “WOW” Moments for Guests: Train your team to be proactive in creating unique guest experiences, which can range from personalized greetings to recognizing repeat visitors. When the team feels good about making others happy, it often translates to greater job satisfaction. (Next Level Move: Once again, a great time to celebrate the right things. Train and model your team to call out the “wow work” of their teammates right after they happen, especially if they are in a mentoring role with them.)
• Empathy Training: Train your team to approach guest interactions with empathy. A golf course experience is about hospitality, and showing empathy will create an environment that’s both welcoming and conducive to positive reviews.

In Summary:

As a MAD Manager, you create a ripple effect—your attitude, commitment to the team, and the environment you foster directly impact how your team feels, performs, and ultimately, the guest experience. Even if you don’t hold a “titled leader” role, you have the power to lead through influence, support, and inspiration. It’s about making those around you feel empowered, valued, and connected to the bigger picture.

This approach creates a culture that transcends any one person’s influence—it becomes a core part of your team’s DNA, fostering excellence and engagement that drives results.

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.