Nearly 80% of assistant superintendents have their sights set on becoming head superintendents or directors of agronomy according to our 2025 Golf Course Superintendent Employment Trends Study. Given that the majority were senior assistants with nearly ten years of experience, their desire and ambitions are optimistic.
But here’s the issue: the path to the top isn’t clear.
Despite the drive and preparation, many professionals are stuck. Without formal development programs, structured mentorship, or clear criteria for advancement, even the most capable individuals can find themselves stalled in assistant or mid-management roles.
When that ambition is met with ambiguity and stagnation, frustration sets in. Motivation dips. Engagement drops. And often, talented people leave in search of better opportunities or they accept the roles they are in and lose the ambition.
What’s missing in most isn’t talent or drive—it’s a system. Most professionals know where they want to go, but not how to get there. While I am not aware of any specific, formal structured plan that promises a linear path to the land , I do believe there is a mix of ingredients being offered within the industry.
Most people start with why, but I am going to suggest you need to start with WHO. Typically, the right relationship can break down barriers, so working for the right mentor and the right club is a key missing link. A trusted guide who can provide perspective, share lessons, develop relationships for you, and help navigate tricky decisions can be a game-changer for someone trying to move up. This person should have experience promoting former assistants into golf course superintendent roles.
Second, do your due diligence on YOUR ideal career plan. Define what it takes to move from assistant superintendent to head superintendent, or potentially alternative careers. Spell it out: What skills are required? What experience is expected? What does success look like at each level? What is a typical timeline to achieve this? Where do you want to live? How much money do you want to make? Does the workplace culture fit your needs? Are you open to relocating?
Are there enough opportunities to meet your demands? If I had to guess, probably not.
In my observation, I think an aggressive timeline to land your first superintendents job would be six to eight years post-graduation out of a 2-year or 4-year turf program. Are you being realistic with your maturity, progression and capabilities? Assistant superintendents should be a little more patient than jumping after the first job that comes to them.
Then, raise your standards in everything. Showing up is one thing, but committing to elevating your standards as a person, professional, turf manager should be a daily mantra. You are the product. Whether that is your technical skills, leadership capabilities, networking, communication, administrative and organizational skills. Are your career materials pretty standard or have they been elevated by a vetted resource?
Lastly, stay committed. Probably far greater than 80% of success is just staying in the game. If I were to map out my graduating class of nearly 40 students from Penn State in 2009, I can list less than 20% who are superintendents today. You will have to sacrifice and outlast a lot of the industry challenges including work-life balance, lack of recognition, stress, financial management, and a list of others.
You are the author of your own destiny, and these are some of the surefire ways I have seen work.
On the flip side, here are some considerations for superintendents and clubs looking to capture this positive momentum and outlook to maximize your assistant superintendents potential:
- Map the ladder. Create a clear, visual progression for roles within your team or organization. Define what’s needed at each step and share it openly.
- Invest in professional development. Bring in industry experts or send team members to management-focused workshops. Even a few days a year focused on communication, decision-making, and leadership principles pays long-term dividends.
- Launch a mentorship program. Match seasoned leaders with emerging talent. Set expectations around check-ins and goal-setting. Make it part of your culture, not just an optional add-on.
- Revamp performance reviews. Shift the focus from just tasks completed to readiness for the next role. Discuss aspirations. Set clear development goals. Measure progress.
- Celebrate progress. Promotions aren’t the only marker of success. Recognize growth milestones—whether it’s leading a project, completing a leadership course, or mentoring a peer.
If you’re in need of further insight and best practices to help climb the professional ladder, set up a FREE Talent Strategy Call with our team.
About The Author
Tyler Bloom is the founder of Bloom Golf Partners. A former golf course superintendent and turf professional, Tyler’s love of all things golf began at the age of six when he stepped onto the course for the first time.
Tyler has an Executive Certificate in Talent Acquisition from Cornell University and a degree in Turfgrass Science from Penn State University. With 20 years of experience in the golf and turfgrass industry, Tyler has worked directly with reputable club leaders at some of the most prestigious clubs to place over 300 professionals in executive and management level positions throughout the United States.
Are you ready to build a top-performing team that drives results? Our proven framework, methodologies, and implementation is based on our personal track record of developing world-class teams. In addition to talent acquisition, we provide leadership development and ongoing consultative services for the golf course and club industry. Our team has personally coached and mentored dozens of future golf course superintendents across the United States.