May 26, 2025
443: The Golf Cart Whisperer: Adventures in Extraordinary Member Service w/ Jeff Wilson
Jeff Wilson, veteran club pro and longtime GM, shares insights from decades in club leadership including extraordinary service moments, cultural development, and strategies for successful interim management.
• Once jumped into a pond to retrieve a member's submerged golf cart and purse
• Cleanliness is the first thing to check when walking into a new club – vents, picture frames, light bulbs
• Member expectations have risen as clubs are now viewed as second homes
• Boards must clearly define "who you want to be and what you want to be" before setting strategy
• Avoid agenda-driven board members focused on personal projects rather than strategic initiatives
• Involve team members in decision-making processes to gain better ideas and stronger buy-in
• Watch your language – eliminate negative phrases like "no," "can't," "don't" from communications
• Successful future clubs will create exceptional experiences for both members and employees
• Creative staff housing solutions help address ongoing hospitality workforce challenges
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00:00 - Introduction to Jeff Wilson
04:25 - The Golf Cart Rescue Story
07:34 - Changes in Club Operations and Member Expectations
09:23 - First Impressions and Club Cleanliness
17:43 - Board Governance and Strategic Leadership
27:48 - Building Teams and Effective Communication
35:57 - The Future of Club Management
40:44 - Most Rewarding Career Moments
WEBVTT
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Hey everybody, welcome to the Private Club Radio Show where we give you the scoop on all things private golf and country clubs, from mastering leadership and management, food and beverage excellence, member engagement secrets, board governance and everything in between, all while keeping it fun and light.
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Whether you're a club veteran just getting your feet wet or somewhere in the middle, you are in the right place.
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I'm your host, denny Corby.
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Welcome to the show.
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In this episode I get to chat with Jeff Wilson, who is a veteran club pro, longtime GM and the kind of guy who doesn't just talk about service, he dives headfirst into it, literally.
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Jeff once jumped into a pond to retrieve a submerged golf cart but, more importantly, a member's purse and that story it's somehow not even the wildest thing that we talk about.
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In the episode, jeff shares what decades in club leadership have taught him about culture, expectations and little details that make a big difference.
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We get into the world of interim GM gigs how to walk into a new club, assess morale and build trust without stepping on toes.
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Also, why clean vents, working light bulbs and straight picture frames say everything about a club's standards.
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This episode is jam-packed with insights, laugh-out-loud moments and enough practical takeaways to last you for years.
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Before we dive into this episode, a quick shout out to some of our show partners Golf Life Navigators, kennes Member, vetting Members, first Concert Golf Partners and Club Capital.
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They are here to help support your club through calm, chaos and golf cart extractions.
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Also, myself, the Denny Corby Experience.
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There's excitement, there's mystery.
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Also there's magic, mind reading and comedy.
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And I made something special for you all, club professionals, even though my show is not straight stand-up comedy, I have experienced enough clubs and been in the business long enough to know what a good comedy night looks like.
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And I've seen and heard of too many horror stories of clubs having bad comedy nights.
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And even though it's not exactly what I do, it still reflects on the type of show that I do.
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So I came out with the ultimate comedy night blueprint and I want to give it to you for free.
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Head on over to dennycorbycom slash comedy guide.
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That's dennycorbycom slash comedy guide.
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Now it is time to dive in without goggles.
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Private Club Radio listeners.
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Let's welcome to the show, jeff Wilson.
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It rolled into the water on the ninth hole of the Blue Monster.
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It was completely submerged because all you could see is the bubbles.
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You know that's all you could see is the bubbles.
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You know, that's all you could see, and you know so.
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I mean, she was frantic, she had a purse in there and all that, and like it's a friday afternoon, almost dusk is right upon us, I said no one's getting this golf car out today.
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So I dove in uh three times and unlatched her golf bag and thank goodness her purse was in the golf bag.
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Was this a member or a guest?
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No, these were guests.
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They were all staying at the Jim McLean Learning Center and of course I joked with McLean later.
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I said, jim, you also got to teach him how to drive a golf cart, you know, besides hitting a golf ball.
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But yes, the couple that was playing with her, she was a graphic artist.
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So she put this picture together and sent it to me and, of course, I'm thinking marketing one-on-one.
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It's a home run, but we all know about marketing people If it's not their idea, it's never a good idea.
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That is hysterical.
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Now, did she get in the like?
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Was she in the water too, or did she fall out before she got to the water?
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No, no, no.
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She never hit her break, and so she walked away from a golf cart, and so it was way too late to grab it.
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Now, the good thing is there's no alligators there.
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We know that because that's a man-made pond.
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We know it's in there.
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There's some big fish in there, though, but I know there's no alligators.
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Otherwise I wouldn't have dove.
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There's no way Now.
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Did you have goggles or anything?
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Oh hell no.
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You were just no, it was real.
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I stood on top of the golf cart when I got to it and my head was just barely out of the water and I'm six two, so I figured that's five feet, you, you know.
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So it's probably nine feet down, eight feet down at the, you know, at the smallest.
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yeah yeah, yeah, yeah yeah based on the size of the golf cart so would you say that's one of like, your biggest like, wait what moments in your, in your club management history?
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no, that was.
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That was very early, early in the beginning, you know.
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Yeah, that was when I did some other crazy stuff, like playing a marathon golf round, 280 holes in one day, you know.
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Yeah, did you get a Guinness World Record for that or no?
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No, no, no, Just at that particular time it was the most that anyone had done in the South Florida PGA and all that happy stuff.
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I played like 45 minutes every round.
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It was kind of cool.
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That's impressive.
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I don't know if I could do it anymore.
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The funny thing is, the next day the golf club felt like it was a sledgehammer because I had to go give a lesson.
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But your butt is the one that is the source, because you don't realize your buttocks, you know the golf swing, or your core, those glutes, and that's why a lot of tour players are always working hard on their glutes and so forth to streak through that area.
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Yeah, there you go, that's exactly right.
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You've been in the business since the 80s.
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What's changed?
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More club operations or the way members express their opinions to management?
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I think it's both.
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Yeah, that's a double-edged sword.
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Yeah, they both have a side to them.
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I mean, the operations have obviously changed a lot.
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You know a lot more technology, obviously.
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You know, when I started, we were still whipping clubs and you know drivers and so forth and had to learn how to do that as well.
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That was part of your apprenticeship process.
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I don't even think they do that anymore, but, yeah, it was a completely different concept because you know, you had business school one, one, business school two, and then you were done.
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You had to, you know, give some kind of presentation and there you go and you became a PJ member.
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Yeah, and of course now it's, it's self-taught and so forth, you know.
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So there's there's pros and cons of both sides of it, yeah, and then, as far as the the member vocal, it's it's more, I think, their expectations.
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You know I'm in this day and age.
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You know everyone, regardless of your income, every dollar you spend, you want to justify that dollar spent.
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You know, do I go to McDonald's or do I go to Poor Boys?
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You know it's really about.
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You know what kind of experience you want, and so when you get, from a membership perspective, this is your second home, so they want to, you know, feel like you know it is their second home and so, you know, their expectations, I think, are higher.
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And there's nothing wrong with that.
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It's just, you know, can you give that support mechanism in order to initiate all those things that all the?
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members want yeah, yeah Now when we were talking in florida.
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You mentioned you've done a lot of interim gm work.
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Um, yeah, what's the first thing that you check when walking into a new club?
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Is it financials, employee morale or you know?
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Is it how the guests treat the carts?
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no, it's the first thing I look at.
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I look, I really I look at cleanliness.
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You know, that's what I look for at first.
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You know, front of the house, back of the house.
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You are speaking to the choir, that is.
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I actually did two episodes on.
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One was on, just they were like my only like solo episodes.
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I've done very few solo episodes where me just talking to to the audience or to the people here, just me just talking, there were no guests.
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Uh, one was on cleaning your vents, because I walk it.
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So I uh, short story long, I come from like a facilities background, sort of it's like a family business, so I it's just I don't know if it's from like working for like my dad for years and having to go to, like you know, do like quotes and bids, and it do quotes and bids.
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You'd count the vents.
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I always look at the vents In some of the clubs.
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They're so filthy.
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The one episode was clean your vents because A, it's just gross B.
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And then the other one was nose blindness.
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There's a lot of clubs I've walked in.
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I'm like does no one else smell this?
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Is this?
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Is it just me?
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You guys have to.
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A lot of clubs I've walked in.
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I'm like does no one else smell this Like?
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Is this like?
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Is it just me?
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Like you?
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You guys have to smell this.
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Uh yeah.
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So this is you're speaking my language of just having a clean facility.
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Yeah, I mean cause that.
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You know that's the low line fruit aspect, because it doesn't cost anything.
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All it does is just have an eyesight and, you know, look around.
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I always tell the people that work with me I said there's only one question I'm ever going to ask you.
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That's it, only one, and that's all you got to remember.
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Always ask yourself what's wrong with the picture, find something wrong.
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Is the picture not straightened?
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I've seen that many times before it drives me crazy.
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It's the little attention to detail things, that that that I.
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I think it's kind of lost a lot.
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You know, um call that old school because of old school.
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You know, we, we had to, we had to, I.
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I was even told here's a funny one at lost tree.
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You know, when I worked at lost tree when I was an, that was my second job and I got paid $30 a day when I worked for the pro, which means I was in the bag room for two days I was a low man on the totem pole so I was a swing man, and the other two days when I worked for the club, or the other four days, I got paid $35 a day.
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I was a starter.
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And then I also would bring up on the weekends all the golf carts because you had them, they were three wheelers and you put a hitch on them and you pull about six or eight of them up at a time and away you go.
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But you know I'll never forget one day it was kind of just kind of a you know, misty, rainy kind of day and so forth and the head pro, joe Cannon, comes in.
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He always had this high-pitched voice and he also always wore a white shirt every single day, every single workday, always a white shirt.
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Never saw him in anything else.
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And he looks at me and he says, jeff, this is a day where we find things to do like dusting the bag room.
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And he went ahead and took his fingers across an area of the bag room storage and he pulled up dust.
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So I dusted the bag room.
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So you know, you don't see that.
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So that's that attention to detail that I think is so low lying fruit for staff.
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It just always has yourself.
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How would you perceive it If you were walking in?
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Don't, don't be the, you'd be the guest.
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Now you know.
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So what do you see?
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What's the first thing you see?
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The straight is a clean, simple hold on, do you?
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at least say you know, good morning, good afternoon and I forget who I was chatting with.
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The one, uh one, gm, and we were, uh, like the first thing he does so.
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Like a similar thing is he finds every light bulb that is off or what, and we were, uh, like the first thing he does.
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So, like a similar thing is he finds every light bulb that is off or what and just changes because, like that's like a very visual thing that people think, oh, it looks brighter in here, like it's always like little things that like people have meet because, like, when you come in, you know that has to be tough.
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Coming into, you know an existing club, especially when you know you're not going to be there for a super extended period of time, that has to be tough for the staff and the people because it's like you know, we have to listen to this guy.
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You know what I mean?
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I don't know.
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That could be a little bit tough sometimes.
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I think it's how you approach it from a leadership perspective and you say it right up front hey guys, here, I'm here to help you.
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You know forever however long I'm going to be here.
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I'm here to help things and get things going in whatever direction we're going to go.
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But that's what I'm here for.
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And I think then it's not so much like oh, you have to do this or you have to do that.
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You're there for support more than anything.
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You know, and trying to maybe, you know, bring that management team together, even though they realize there's someone else coming in, but at least give them a sense of purpose, because there's so many times where that management piece for them previously wasn't even there.
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So there was a lot of times where you would see managers where they never done their own budget, their own department budget, that type of thing.
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So from there it's really just a guidance and assistance more than anything.
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And, if I remember correctly, you also saw a lot of clubs transition between management groups, correct.
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What mistakes do you see there?
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What are the mistakes that you see clubs make when changing that sort of leadership?
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What are the mistakes that you?
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see clubs make when changing that sort of leadership.
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Well, I think the big challenge for clubs is to really realize you know what is their function.
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I mean, you know.
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First of all, I tell any board that says I only have two questions for you who do you want to be and what do you want to be?
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If you can't define those two things, then you know you really haven't defined what your club is or what kind of culture you want to have attached to the name of this club.
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And so that's the first thing I think they have to understand and what are their role.
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And the big challenge is you do get some board members that have been on there for 12, 13, 15 years Believe it or not, I've seen that model and they get so blindsided because they become very agenda driven and not so much strategic.
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And so that's the big challenge too, I think, when it comes to management companies, and that board has to either let them do it you hired them, let them do their job, and it's still hard, I think, for some boards.
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So how do you get that board aligned?
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And actually, maybe first, what did you mean by agenda?
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Um, it could be something like you know, the GM pissed me off three years ago and so now I'm going to go get on the board and I'm going to go after the GM.
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I've seen that that happened, or it could be.
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You know the person has a real affinity for, you know, something outside of the norm when it comes to golf, and so you know that person has wants to implement that, or he wants to build more pickleball courts, or, you know, or handball courts.
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Now, whatever it may be, you know, instead of being strategic, what is really benefit for the entire membership still reinvesting into your facility?
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But you know, do it strategically, not based on what your own personal opinion is.
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So then, how do you get the board aligned when everyone has maybe a different agenda or a different vision, or how do you get some of those old people off, or how do you maybe try to transition them out, if that's even a thing?
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Yeah, I think that it's the same thing that you're doing with the people that work with you.
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You're you're educating and training them, so you're doing the same thing, for that, I mean, you have to educate them as well.
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I mean, you're the guy who's in the insider.
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We've got all these connections from a CMAA standpoint and all these resources from a written material aspect, from a video aspect as well, that can educate them.
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And I think it's important that every year, you know you do have a board retreat you bring in someone from the outside too to do their assessment from a third party set of view, whether it be a KKW or a McMahon group or whatever you know, a group, a GSI, whoever it may be, that offers, you know, those kinds of services.
00:15:32.296 --> 00:15:48.182
Yeah, I think you have to have that you know, from an outside perspective at least once, you least once every two years, and then that way you keep the board still in line and you educate them constantly, give them all the material information you can.
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Where do you get that material, sorry?
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Where do you get that material from?
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Just common sense, really.
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I mean life experiences, you know, from what I've seen.
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You know it's just, it's really.
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It comes down to common sense.
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I mean, you know, how does everyone want to be treated with just kindness and respect?
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I mean, you know, and that goes both ways, it can't be just one way.
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And that's the whole idea too, in creating that culture where you know people really do enjoy coming to work.
00:16:21.293 --> 00:16:23.259
You know how many people can say that.
00:16:23.259 --> 00:16:32.191
Not everyone can say that, and so it's also finding, you know, that group of individuals to help facilitate the whole member experience.
00:16:32.191 --> 00:16:36.418
You know I remember Jim James.
00:16:36.557 --> 00:16:42.871
You know we were doing a seminar on the West Coast one year and we broke out into small groups and it was all about.
00:16:42.871 --> 00:16:45.760
You know, how do you, how do you motivate the generations?
00:16:45.760 --> 00:16:48.679
But it's the same thing from a board perspective too.
00:16:48.679 --> 00:17:00.684
You know you're still, you know, massaging them and just like in teaching golf, if you had five people I would know their personality in five, ten minutes and I would teach them accordingly.
00:17:00.684 --> 00:17:06.163
So it's the same thing when you're board relations also, that each individual is going to be a little bit different.
00:17:06.163 --> 00:17:08.398
One's going to need a little bit more coaching.
00:17:08.398 --> 00:17:10.518
One's going to be a little bit more analytical.
00:17:10.518 --> 00:17:12.069
One's going to be a numbers person.
00:17:12.490 --> 00:17:20.631
So you have to bend and modify just the same as teaching golf five different ways, with the end result being the same.
00:17:20.631 --> 00:17:23.798
I mean, that's how I approach it taught you.
00:17:23.817 --> 00:17:24.921
Did you pick that up where?
00:17:24.921 --> 00:17:25.930
Where did that come?
00:17:25.950 --> 00:17:28.395
yeah it just it just came from.
00:17:28.395 --> 00:17:29.898
You know my own experiences.
00:17:29.898 --> 00:17:31.422
You know seeing things.
00:17:31.422 --> 00:17:41.173
You know and working for a lot of different people working for gms, head pros when I was earlier in my career, seeing it from a different lens, from their perspective.
00:17:41.173 --> 00:17:42.934
And then you know picking.
00:17:42.934 --> 00:17:50.438
You know a lot of different people working for GMs, head pros when I was earlier in my career, seeing it from a different lens, from their perspective, and then you know picking, you know a little piece of that person and keeping that.
00:17:50.438 --> 00:17:51.598
Oh, let me store that, let me remember that.
00:17:51.598 --> 00:17:54.500
And the oh, I don't want to remember that Now, let's keep, let's not do that area.
00:17:54.500 --> 00:18:01.143
And you know, you just kind of pick and choose and you know who your resources are, and your resources are always your life experiences.
00:18:01.163 --> 00:18:06.806
I mean, you can read as much as you want in a book, but you know it's only going to get you so far.
00:18:06.806 --> 00:18:15.871
It'll get you a ticket into the ballgame, but you still haven't got up to the plate yet, you know.
00:18:15.871 --> 00:18:16.932
And so it's the same concept there.
00:18:16.932 --> 00:18:19.578
You know you have to experience it.
00:18:19.578 --> 00:18:22.384
You know, and then see things differently.
00:18:22.384 --> 00:18:26.018
I mean, how many times, denny, have you ever gone to a hotel?
00:18:26.018 --> 00:18:27.582
Okay, two things.
00:18:27.582 --> 00:18:31.276
One how many times does the staff acknowledge you?
00:18:31.276 --> 00:18:36.265
Within 10 feet, eye contact and within five, a good morning or good afternoon, sir.
00:18:36.265 --> 00:18:37.779
How many hotels do that Okay?
00:18:37.779 --> 00:18:38.163
Number one doesn't.
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