Leadership within a golf club environment can often have a focus on long-term strategy, but should there be a stronger focus on people for greater success?
Drawing on decades of experience at the highest level of the game, Paul Armitage’s leadership philosophy provides a clear and practical framework for those working in senior roles across golf clubs.
Speaking to Sarah Stirk on The GBQ Podcast, he explained his approach to management is built on a consistent commitment to getting the best out of individuals and teams.
Armitage was the General Manager at Le Golf National, in Paris. A place where he led a team that staged an historic Ryder Cup in France in 2018.
He’s a veteran of the French golf industry for more than three decades, and having also been Golf Sports Manager for the Paris Olympics – a man synonymous with excellence.
Now he is embracing a new challenge as Event General Manager Golf and Sport Manager Golf for 2028 Olympic and Paralympic Games in Los Angeles.
But when speaking to The GBQ Podcast he hadn’t long joined Terre Blanche Hotel, Spa and Golf Resort as Director of Development. With it came the responsibility for establishing the Provence venue as an international locale.
Asked about his leadership skills, he said: “From a management and leadership point of view, it’s all about the people.
“Whatever you do, whatever the project – whether it be running Le Golf National, welcoming multiple DP World Tour events or the Ryder Cup, or helping out at Marco Simone, or building from the ground the team for the Olympics – whatever you do in life it is all about people.”
A key part of this approach is recognising that talent does not always need to be found externally. Armitage added that in many cases, the right individuals are already within the organisation, but they may not be operating in roles that allow them to thrive.
“My leadership is all about finding the right people and putting them in the right place. They could already be in the organisation or in the structure, but they're probably not being used to their full extent or in the wrong place in the organisation.
“That’s what I love and that’s what gives me a kick – and which will probably [be] the next step in my career as well is to build those teams strong enough to confront ambitious but achievable ambitions.”
