This will be my last accountant joke for a while – I promise. Three accountants are interviewing with a company CEO. To be fair and consistent, the CEO asks each candidate the same question: What is one plus one?
The first accountant, clearly nervous, mishears the question and blurts out, “Three.” The second answers confidently, “Two.” The third leans in, looks the CEO straight in the eye, and asks, “What do you want it to be?” He was hired on the spot.
Now, onward to this month’s topic!
Have you ever had this experience? Back in the day – circa the 1980s – my neighbor triumphantly pulled into his driveway with a brand-new BMW 5 Series. I stood there admiring it while leaning against my 1975 Oldsmobile Roadmaster, which had plenty of character…and very little acceleration. That was my first lesson in benchmarking.
Fast-forward to today, and I find myself admiring my wife’s brand-new set of Cleveland golf clubs. I’m confident they will dramatically improve her game. Mine, unfortunately, remains immune to equipment upgrades. Once again, benchmarking was at work.
Simply put, benchmarking is comparing yourself to others to see how you’re doing – and briefly wondering if you should upgrade. We all do it: on the golf course (“I swear I used to hit it that far”), on the pickleball courts (“When did everyone get so fast?”), and sometimes even in the parking lot.
Our Board and Club Management use benchmarking in more responsible ways, including:
• Comparing our master association dues – both the amount and the annual increase – to other clubs in Southwest Florida.
• Comparing what we pay our management team to what similar clubs pay (no BMWs included).
• Conducting member satisfaction surveys, and seeing how our results compare with those of other communities.
When used properly, benchmarking has real benefits. It gives us an objective way to measure performance, identify opportunities for improvement, and keep costs under control. It can also build credibility with members and help align the Board, Club Management, and membership – something that’s harder than hitting a straight drive with a crosswind.
That said, I’ve always been a bit of a contrarian when it comes to benchmarking. And it does have its limitations. What works perfectly at another club may not work here. Good, up-to-date, apples-to-apples data can be hard to find. Too much focus on numbers can cause us to lose sight of what really matters – community, culture, and enjoyment. And yes, benchmarking takes time, effort, and money (which could otherwise be spent on rebuilding bunkers).
But in my view, the biggest danger is that benchmarking can replace thinking with copying. It can encourage organizations to follow the crowd instead of charting their own course. Worse yet, Boards and Club Management may push changes simply because “everyone else is doing it” – an argument that has never worked with teenagers, spouses, or golfers trying to perfect their swing.
So, here’s the warning: benchmarking is best used as a guide, not a rulebook. It should inform decisions, not make them.
Because in golf – and in running a Club – if you spend all your time watching everyone else’s swing, you’re going to miss your own shot.
