Changing the global professional golf industry's culture of exclusion has proven to be a slow process. What can businesses learn from this process?
By Vincent Pane

Changing a culture of exclusion is a long process because it requires more than a public announcement that "we now accept everyone" into our club, event or workforce. The shifting culture in the golf industry is proof that it takes a sea change in mindset, policies, procedures and leadership at the top.

Business leaders can learn from the mistakes and successes of the golfing associations as they continue to struggle to develop a culture of inclusion for everyone, and especially women. It is a process of two steps forward to one step back. From telling female golfers how to dress to excluding women from events, the missteps hold lessons as to the difficulty of changing a deeply embedded male culture.

‘You're Telling Me What I Can Wear?’
In late 2017, the LPGA sent a letter to all of its members that said a dress code was being implemented. The dress code banned many of the clothes the women were wearing during tournaments. The ban addressed skirt lengths, and the type of neckline and shirts. No racerback tops without a collar, leggings or joggers are allowed, and penalties for violations were stated.

The LPGA justified the ban by saying it had received some negative comments about the women's clothing and wanted to keep golfers looking professional.

Instead of issuing a ban, perhaps the LPGA should have first communicated the negative comments and received feedback. Some female golfers are uncomfortable in traditional golf wear, just like athletes have different preferences for workout styles. Female golfers are as much competitors and athletes as male golfers, and the fit and style of clothing makes a big difference in physical movement ability.

Wanting to keep the members looking professional is understandable, but issuing these kinds of rules, without discussing them with female golfers first, is insulting to women. Professional female golfers are smart enough to choose the types of clothing that enables their best playing ability.

Keeping the Past Alive
The dress code harkens back to the days when country clubs issued dress codes for women playing tennis. That is one lesson that businesses can learn from this. Policies that are designed to keep past controlling practices alive will not be well received.

Like the LGPA, businesses have every right to set their policies. There is no argument otherwise along this line of thought. The important lesson is that the policies need to be reasonable, fully explained, and justifiable as to how they advance the organization and its members. Issuing directives without explanation does not promote a culture of inclusion.

Changing an organization's culture is difficult. The golfing industry, like many businesses, is adapting to a world in which women want to be treated as equals. The "as equals" is the key term. The exclusive golfing clubs and tournaments continue to struggle to achieve inclusiveness. It is much more difficult to develop a true inclusive culture when an organization's history is one of long-term exclusion. Issuing an inclusive policy is only one small step in changing a culture.

Any business can point to a policy of Diversity and Inclusion. But does the business truly include diverse people in hiring, team efforts and leadership development processes? Women and diverse people want more than "words." They want true inclusion, requiring organizations to go beyond policies to bring results.

In April 2018, the Augusta National Golf Club announced there would be a women's amateur golf tournament in 2019. Though it is welcomed news, this is a club that finally admitted female members in 2012, but since then has resisted hosting a women's Masters Golf Tournament. The policy was good, but its execution has been disappointing.

Why would August National decide to do an amateur tournament but not a professional one? Why would a tech company issue a policy of Diversity and Inclusion and yet still report 10 percent female inclusion five years later? Why are women still only approximately 22 per cent of the U.S. golfers?

There are great female golfers and high-potential women ready to work in the tech industry. They just need opportunities "as equals."

Beyond a Policy
Golfing has many business benefits. It boosts a business career, offers networking opportunities, leads to business opportunities, and provides access to senior business executives. Excluding women from golf clubs also excludes them from equal opportunities.

The gender equality challenge is global, too. It was March 2017 before Scotland's historic Muirfield Club, founded in 1744, announced it would allow female members. It only happened because of public and government pressure. The governing body of UK golf took a vote that supported banning the Muirfield Club from hosting The Open Championship because the club voted to continue excluding women. The ban led the Muirfield Club to take another vote and allow women to join the club. There are still only a handful of female members. There remain numerous golf clubs around the world that still prohibit female members, forcing them to miss critical tournaments that showcase talents and pay money.

In the business environment, changing a culture can be slow work. The reason is that organizations do not put the effort into the actions that produce a culture change. Issuing a policy change is not enough. For example, a business may develop a D&I policy but not remove the biased language in talent recruitment materials so D&I is not embedded in Human Resources systems. A golf club may change a policy to allow female members, but that does not necessarily prevent male members from treating them like outcasts.

Golf Australia launched an initiative called "Vision 2025: The future of women and girls in golf" to significantly increase female club membership and to improve the golf club's culture. Female membership has declined from 34 percent in 1970 to 20 percent today. GA admitted the facilities were not welcoming, there is not equal access for both genders on all days, and clubs need to get more women on boards and in senior executive positions. The Vision 2025 pillars also include creating more social opportunities and networks for women and girls, hiring more female coaches, and changing the brand to be more inclusive.

It takes specific actions, and not just a policy, to change an organization's culture.