Running a successful golf academy is demanding enough. Add in a busy coaching diary and family commitments, and it's clear that work-life balance can be a real challenge.
Rob Bluck, Academy Director at 3 Hammers Golf Complex, knows this all too well. After more than 12 years in the role, he's built a thriving business both in person and online, and he's learned some valuable lessons along the way.
Here, Rob shares practical insights for fellow PGA Members on juggling responsibilities, using tech effectively, and why smart delegation is essential for long-term success.
You wear two hats at 3 Hammers – Coach and Academy Manager. How do you structure your week to manage both effectively without burning out?
I work with over 200 students across online and in-person coaching, so my schedule has to be tight. I start each Monday morning in the studio, planning the week ahead and submitting all my online lessons from the weekend. Mondays and Tuesdays are mainly online coaching and academy admin. Wednesdays and Fridays are for in-person coaching, and I alternate Saturdays, running junior groups and individual sessions. Sunday is strictly family time – non-negotiable.
What tools or systems do you use to stay organised and keep track of both your coaching and operational responsibilities?
I rely on a lot of tech. For coaching, I use Skillest, TrackMan and Sportsbox AI. Online, I've built a business within a business using automated tools like Go High Level and Acuity Scheduling, which handle everything from booking to follow-ups. The academy uses Mailchimp and Canva for comms and marketing, and ChatGPT has become a big part of my workflow too.
Have you found it difficult to switch mindset between being a hands-on coach and leading an academy team? How do you manage that mental shift?
Yes, it can be tough. When I'm coaching, I give it 100%. When I'm not, I switch focus to the business side. Having a strong team in place really helps, from reception staff to lead coaches. I also keep track of everything with voice notes and to-do lists, so nothing slips through the cracks. I don't rest easy until the day's list is done.
How important is delegation in your role, and how do you ensure your team feels empowered to take ownership when you are on the range?
It's absolutely vital. I didn't always find delegation easy, but with 10 instructors and hundreds of students, it became essential. I've built a leadership structure with defined roles. Steve Thomas is my Head of Instruction, and I have leads for juniors, beginners, and our ladies' programme. We reward based on performance and success, which creates real ownership and pride in each area.
Do you rely on any internal communication routines or meetings to stay aligned with your team when your coaching time is so demanding?
We hold monthly team meetings, but I'm in constant contact with my team through voice notes and catch-ups. I speak daily with our instructors, marketing and facility teams. There's always something to address, that level of communication keeps things running smoothly.
What are the biggest time drains or challenges you have faced, and how have you learned to overcome them over time?
One major drain used to be following up with clients after sessions – recording videos and writing summaries late into the evening. Now, I've streamlined everything. All notes and summaries are created and sent during the lesson, thanks to integrated tech. That's saved me countless hours and made the experience better for the student too.
How do you protect time for personal development or downtime, given the demands of both coaching and leadership?
I've found online coaching helps a lot with flexibility and scale. I'm able to run and listen to podcasts while still thinking about how to improve. And with Sunday as my family time, I make sure nothing interferes with that.
If another PGA Member were stepping into a dual coaching-management role, what advice would you give them based on your own experiences?
Recruit well. Your support network is everything. Be clear on what roles you need and who fits them. Map out what your ideal week looks like and use that to set goals. Use tech to be efficient, and make sure your family understands the demands. Also, offer clear, transparent pathways for your team. When they know what's possible and how they can grow, everyone wins.
