Here's how you can enhance the overall customer experience at a golf course through collaboration.

Interdepartmental Unity usually involves filling your available time with tasks no one WANTS to do. - Washing dishes even though you are a golf pro. - Washing carts even though you are a F&B manager. - Cleaning the patio space even though you are a Superintendent. During a few minutes of downtime, most people gravitate towards the tasks they already do. Instead, move out of your comfort zone and see if you can learn something new in another department. You'll be amazed how a few helpful moments will improve the operation.

I always have found treating staff as partners in many the customer-experience the best you can make it as a great to start. Discussions centered around "what can we do better?" allow staff to see they have a stake that's not just their paycheck.

Two simple questions will always improve customer service...all you need to have is the confidence to approach the customer and ask them. How are you doing today? How may I help you? Remember customer answers. People are creatures of habit and tend to answer in the same ways. If you can predict responses, you can predict needs, and you can predict solutions.

Carly Simon sang it..."Anticipation" and that's combination of attitude and training. Attitude can go just so far with customers but add it to proper training and the employee and customer both win.

One thing to anticipate and I think it is so helpful is to clean clubs and shoes. Cart boys/fleet managers, caddies or any employees

Years ago, at a private club the greens superintendent regularly sent newsletters about course conditions and maintenance plans. It worked there and can work now. At a public facility its different but no reason a short email can't go out to frequent players.

Technology has found its way into all aspects of a golf operation that ultimately enhance the customer experience. If you are not exploring technology your making a big mistake, costing your staff time and your operation money.

The feedback loop allows for the manager and management to hear from their customer base from their (the customer) point of view. Feedback can be sorted based on where certain comments are stemming from (customer service, course conditions, pace of play, etc.). This in turn can show the management its strengths and weaknesses, and these can be addressed at any time and in any environment (one on one meetings, group meetings, group emails, etc.). Furthermore certain positive feedback can be potentially utilized in marketing for the facility. This in turn will get feet through the door, and enhance the customer experience.

A guy I know owns and runs a daily fee course in the Midwest. Reasonably priced and also in the upper 25% of all the courses within 45 miles from a conditioning and quality perspective. He is deeply committed to pace of play. Tells every golfer. Expects the staff to maintain it. Dis-invites people who abuse it. One of the busiest courses in the area -- and, no shock, you're on and off in the time you'd play at a private Club. Set expectations. Deliver value. Hold people accountable. Funny how it plays out, right?

A golf course is a partnership between employees and customers. Regardless of course stature, both groups are required to run a successful operation. Setting realistic exceptions of the experience you offer allows both parties to be appreciated and protected.