The Future of Assistant Superintendents: Insights on Career Growth, Challenges, and Opportunities

Bloom Golf Partners and Flagstick LLC recently collaborated to conduct a first-of-its-
kind study to find out how today’s assistant superintendents feel about their future in the
business and what kinds of things are likely to keep them in turf or drive them away.

The study is based on responses from 170 aspiring superintendents and includes
insights on a dozen questions as well as insights from hundreds of verbatim comments.

The full report will be available in mid-March on the Bloom Golf Partners website. Here’s a summary of our key takeaways.

From the assistant/employee standpoint:

  • Most impressive is that their top goal when they become a superintendent is to
    create a great, healthy workplace culture.
  • Most don’t think a bachelor’s degree is needed for the technical side of the job
    but about a third think turf school can be a steppingstone for bigger jobs at bigger
    clubs.
  • The biggest obstacles to career development are feeling overlooked, failing to develop communications/leadership skills and not having a realistic career plan.
  • Burnout, lack of appreciation and poor work-life balance are still issues…but their
    sense is that it’s improving. About 40% of respondents still don’t know if they’ll
    make it their “forever” career.
  • Yet, most are overwhelmingly optimistic because they see the opportunity and
    generally feel good about the evolution of the profession as well as improved
    compensation and work-life balance.

From the superintendent/employer standpoint:

  • There’s huge value in creating a good workplace culture that encompasses
    appropriate pay, flexible scheduling, and active mentorship.
  • Mentoring and OJT should focus on leadership, communications and networking.
  • Comments showed that some aspiring turf pros changed jobs several times to align themselves with a superintendent with a reputation as a good mentor and teacher.
  • Not feeling trusted or not having project oversight delegated to them is frustrating. They say that budget management and day-to-day financial operations are too rarely part of their OJT education.
  • Many assistants don’t feel they have a clear understanding of their salary progression so transparency on compensation, annual reviews and career path is important.

Pat Jones of Flagstick LLC said the results mirrored some of the findings of the
Superintendent Employment Trends study done a year ago. “They also know they need
better communications, networking and leadership skills,” said Jones. “We need to
teach those things as well or better than how to set up a spray tank or read a soil test.”

Tyler Bloom of Bloom Golf Partners pointed to the optimism most feel about their future. “This is clearly a great time to be an experienced assistant looking to move up to a
bigger job,” said Bloom. “But to do that they need to find the right mentor and make a
real career plan. The ones that take the initiative to improve their soft skills and network
effectively will have the best chance of succeeding sooner.”

If you’re in need of further insight and best practices, set up a FREE Talent Strategy Call with our team.

Questions about this study or need other industry insights?


Pat Jones
Flagstick LLC
440-478-4763
patjonesgolf@gmail.com


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 Certifacte in Talent Acquisition fro 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. 

Why Golf Courses Are Missing Out on Top Talent (And How to Fix It)

The guiding principle behind launching the 2025 Workforce Trends in Golf Study was to provide employers with a deeper understanding of the rapidly changing talent landscape within the golf industry. As the industry grows and evolves, we observed a critical disconnect between the rich array of opportunities available at golf courses and the lack of awareness among a broad segment of the workforce.

Through our extensive search projects, consultations, and firsthand observations, it became clear that many employers are facing significant challenges in attracting and retaining top-tier talent – across all levels of an organization, from entry-level employees to the CEO.

Truthfully, we expected to see low compensation as the top barrier to employment.

Here’s the hard truth: The #1 reason most working Americans don’t consider a career in the golf industry is simple—they’ve never been to a golf course or don’t know about the opportunities that exist there. 

That’s right. As mind-blowing as it sounds, the vast majority of people who could be the future leaders, turf managers, and hospitality experts on your course don’t even know they could work there.

Despite golf’s rich history, rapid growth, and profound economic impact, many talented candidates simply aren’t considering the golf industry as a viable career path. This knowledge gap creates a significant challenge for club leaders and hiring teams who are often unaware of how many highly qualified individuals are missing out on these opportunities simply because they don’t know they exist.

The Stats Don’t Lie:

  • 38% of working Americans believe that golf courses offer a strong career path—meaning 62% of people have no idea that these jobs are viable, rewarding, and long-term career options.
  • When asked about job opportunities, most working Americans still think golf courses offer positions like golf instructors, landscapers/groundskeepers, and caddies. But there’s so much more. Operations managers, agronomists, marketing and PR professionals, membership managers, chefs, and event coordinators—these roles exist and thrive on golf courses across the country.
  • As for what attracts people to work anywhere, paid benefits such as annual salary increases, health insurance, bonuses, and paid time off top the list. While golf courses can offer these benefits, many fail to communicate this to potential hires. This disconnect is a huge missed opportunity.
  • Women are significantly more likely than men to feel they lack a general knowledge about golf courses (48% vs. 37%). This highlights the need to specifically target and engage female talent, showcasing that golf courses are inclusive workplaces with broad career potential.
  • 63% of working Americans know someone who would consider a job at a golf course, signaling that there is potential interest—it’s just a matter of getting the word out and showing people that golf courses offer more than just seasonal or entry-level jobs.

So, what does this mean for you?

It’s time to get proactive. There’s an urgent need to reshape perceptions and bring golf industry careers into the spotlight. If you want the best talent, you have to get the word out about the full range of opportunities your golf course can offer and how they align with modern workers’ priorities.

1. Expand career perceptions

The perception of golf industry jobs as limited to just a few roles is hurting your ability to attract skilled professionals. You can help by broadening the narrative around golf course careers. Showcase the diverse range of positions that exist, from turf management and agronomy to event planning and customer service. Highlight career paths, mentorship programs, and advancement opportunities to attract a wider range of talent.

2. Make your benefits clear and attractive

In today’s job market, benefits are a make-or-break factor for many workers. Make sure your job postings emphasize the full range of benefits you offer. Paid time off, health insurance, bonuses, and annual salary increases are key draws, especially in a post-pandemic world where workers are prioritizing stability and security.

Additionally, consider how your golf course can stand out with unique perks—like golfing privileges, access to industry events, or opportunities to be part of an iconic or historic course.

3. Get the word out—especially to younger audiences

It’s not enough to rely on word-of-mouth or job boards. If you want to attract talent, especially younger generations, you need to engage them where they spend their time—on social media platforms like Instagram, LinkedIn, and even YouTube. Create content that highlights the behind-the-scenes work of your golf course. Showcase your team, your culture, and the dynamic roles that make your facility successful.

Running informational webinars or hosting open house events on-site can also be effective in helping people discover the wide variety of careers available in the industry. Get creative in showing the next generation of workers that a golf course career is not only a job, but a career path with purpose.

4. Promote golf courses as high-impact employers

What many potential job candidates don’t realize is that golf courses provide a highly diverse and rewarding work environment. The golf industry offers meaningful work, professional growth, and a chance to make an impact on both the environment and local communities. These are elements that appeal to workers today. Focus on making that clear in your marketing materials and outreach.

5. Work with schools, internships, and apprenticeships

Building awareness starts young. Partner with local high schools, colleges, and trade schools to create internship programs or apprentice-style opportunities. These give students the chance to experience the golf industry firsthand, and provide you with a direct pipeline to future employees.

Bottom line: to fix the talent shortage in the golf industry, we must shift the conversation.

The current generation of job seekers is looking for stability, growth potential, and benefits. The golf industry can deliver all that—but only if it makes the effort to actively showcase what it offers. It’s time to step up and show America that golf courses are full of untapped, exciting career opportunities. And with 63% of working Americans knowing someone who would consider a job at a golf course, there’s a clear pathway to making that happen—if we take the time to reach them.

If you’re in need of further insight and best practices, 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 Certifacte in Talent Acquisition fro 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. 

Book a Talent Strategy Call

Groundbreaking Research Study: How Working Americans View Careers in the Golf Course Industry

For the past four years, our team has been at the forefront of recruiting top talent across the United States. Along the way, we noticed recurring challenges: myths and assumptions about the golf industry, a lack of career awareness, missed opportunities for candidates and employers, and a constant state of flux.

With a well-documented talent shortage gripping the golf industry, we saw an opportunity to take action. This led to a deep-dive research study to address the pressing workforce challenges that golf courses and clubs face today.

Our mission was clear: separate fact from fiction, uncover the realities of working in the golf industry, and understand the motivations of today’s workforce. Armed with these insights, we aim to help industry leaders across disciplines better navigate recruitment, retention, and employee development challenges.

Here’s what we uncovered:

Myths vs. Truths

The first step in our study was to tackle the many misconceptions surrounding careers in the golf industry. What we uncovered was a clear lack of understanding of the career opportunities in golf.

Our research reveals the truths behind these myths, creating a foundation for marketing and PR efforts to authentically communicate the value of working in the golf industry. These insights help attract the right talent and showcase the real potential of careers in golf.

Attraction and Retention Drivers and Blockers

Attracting and retaining talent has long been a challenge for golf courses and clubs, made worse by an aging workforce, shifting industry demands, and evolving employee expectations.

Through this study, we identified key drivers and blockers influencing employee decisions, providing leaders with actionable strategies for creating more desirable workplaces. From competitive benefits to career growth paths, we’ve pinpointed ways clubs can retain top talent across a variety of roles.

Talent Development

Our research also explored the factors most effective in developing employee talent. What do team members need to grow and thrive in their careers? How can leaders keep employees engaged and motivated?

We uncovered actionable tactics and training approaches to help golf course leaders create meaningful development plans aligned with employees’ aspirations and the industry’s needs.

Surprising Findings and Media Angles

Finally, we unearthed surprising statistics and unique insights that challenge long-held assumptions. These “wow” findings provide powerful talking points for industry conversations, marketing strategies, and thought leadership.

What This Means for the Golf Industry

An effective employer brand is one of the most valuable tools golf facilities can use to attract and retain talent. Our study provides a foundation for crafting compelling employer branding messages that resonate with what candidates truly value: supportive work cultures, clear career paths, and innovative learning opportunities.

By leveraging these insights, clubs can better compete for talent and navigate the challenges of the ongoing workforce shortage.

Setting the Stage for the Future

This research marks the beginning of an annual benchmarking initiative. Each year, we’ll revisit these findings, track trends, test new recruitment methods, and evaluate shifting employee expectations. As the golf industry evolves, this study will provide fresh insights and best practices to help clubs stay ahead.

The future of the golf workforce starts here. Together, let’s drive meaningful change and build stronger, more resilient teams.

If you’re in need of further insight and best practices, 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 Certifacte in Talent Acquisition fro 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. 

Book a Talent Strategy Call

Growing with Purpose: Tyler Bloom Consulting Evolves into New Entity – Bloom Golf Partners

[Bloomsburg, PA] — Bloom Golf Partners, formerly known as Tyler Bloom Consulting, is proud to unveil its new name and expanded vision as a premier executive search and business consulting firm specializing in the golf and private club industries. This evolution reflects not only the company’s commitment to its clients but also its organic growth and industry impact.

“The change from Tyler Bloom Consulting to Bloom Golf Partners is a reflection of the continued growth of our team, our capabilities and as much as the strategic direction of the company,” said Tyler Bloom, Founder and Managing Partner. “Our mission continues to inspire and empower golf industry leaders daily through education, service, and the highest standards of personal and professional excellence.”

Since its founding in 2020, the company has experienced rapid growth, supporting golf courses and club leaders in nearly all 50 states and internationally.

Key achievements include:

  • Successfully placing over three dozen Directors of Agronomy and Golf Course Superintendents.
  • Placing over 300 professionals including Equipment Managers, Assistant Superintendents, Sales Representatives, Manufacturer Representatives, Sports Turf and Hospitality professionals.
  • Establishing a nationally recognized apprenticeship program with the U.S. Department of Labor.
  • Partnering with over 20 industry associations to advance workforce development initiatives, including education, on-the-job training, best management practices, and compensation studies.

“I couldn’t have imagined the trajectory of our company in a short four and half years, and it is in large part to the dedication of our team, evolution of our capabilities and insights, and the support of client partners, ” said Bloom.

Primarily focused on serving the golf course industry, the company has leveraged key partnerships and a growing network of top performing leaders and clubs committed to enhancing the game of golf through its workforce initiatives. Looking ahead, the company is poised for further growth with plans to:

  • Enhance executive search and recruitment services.
  • Expand workforce development, professional development and training programs.
  • Integrate club and golf industry experts to its growing team.
  • Launch a research and business services division to provide cutting-edge insights and strategies. 

“With a continued growth mindset, collaboration and focus, Bloom Golf Partners is uniquely positioned to address the most pressing challenges in talent recruitment and business development in the golf industry” said Bloom. “Our vision remains to be a catalyst for transformative results in golf communities across the globe.”

Media Contact:

Tyler Bloom
Founder
610.844.3009

www.bloomgolfpartners.com 

If you’re heading to the GCSAA Conference and Trade Show, please make sure to stop by booth 4700 to meet with our team, discuss your recruitment needs, learn the latest trends and best practices in workforce development, or discuss career needs! If you’d like to book 1:1 time, please 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 fro 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. 

Book a Talent Strategy Call

Maximizing Your Experience at Trade Shows: Tips and Etiquette for Attendees

I was walking to the Golf Course Industry booth at the Carolinas Trade Show when Guy Cipriano, Editor in Chief, put me on the spot for some quick hitters regarding etiquette at trade shows.

Trade shows are a hub of opportunity—new connections, cutting-edge products, and invaluable industry insights. Yet many attendees leave feeling overwhelmed, with scattered business cards and no clear results. Why? The sheer volume of booths, conversations, and events can be hard to navigate without a clear strategy.

Imagine this: You walk into a bustling trade show. Rows of exhibitors catch your eye, giveaways are everywhere, and conversations flow freely. You spend hours moving from booth to booth, collecting brochures and promotional items, but at the end of the day, you struggle to recall who you met or how the products you saw align with your goals.

Without preparation, meaningful engagement, and follow-up, trade show attendance can feel like an expensive, time-consuming exercise that yields minimal return on investment.

To avoid falling into the chaos trap, you need a clear strategy built around three key principles: preparation, engagement, and follow-up. The goal is to focus your time and energy on activities that deliver value while presenting yourself as a professional to vendors and peers.

  1. Preparation

The key to a successful trade show experience begins before you even set foot in the venue. Start by reviewing the event’s agenda, exhibitor list, and floor plan. Identify the companies and products you’re most interested in and create a prioritized list of booths to visit.

Many trade shows offer apps or online portals where you can schedule meetings with exhibitors or speakers. Take advantage of these tools to secure time with key contacts, especially for popular vendors.

Set goals for yourself. Are you looking to discover innovative solutions, build new vendor relationships, or benchmark your competitors? Identify your top three priorities.

While trade shows often have a more casual atmosphere than formal conferences, professionalism should remain your priority.

  • Silence your phone: Keep distractions to a minimum and avoid answering calls while engaging with vendors.
  • Follow traffic flow: Be mindful of aisle traffic and avoid blocking pathways while chatting or browsing booths.
  • Stay positive: Approach every interaction with enthusiasm and curiosity. Even if a booth isn’t relevant to your needs, be courteous and thank the staff for their time.
  • Dress appropriately: When packing for the event, dress appropriately—business casual or professional attire is usually ideal. Comfortable shoes are a must, as you’ll likely be on your feet for hours. 
  • Bring plenty of business cards, a notebook or device for taking notes, and a lightweight bag for collecting brochures or samples.
  1. Engagement

Once at the trade show, it’s time to put your preparation into action. As my good friend Joe Blackburn says as it relates to networking, “You are one letter away from not working.”

Exhibitors are there to engage with as many potential customers as possible. Be respectful of their time by clearly introducing yourself, explaining your interest in their products or services, and asking thoughtful questions. If a booth is busy, wait patiently for your turn or return later.

Promotional items can be tempting, but avoid grabbing freebies without engaging with the booth staff. Instead, focus on meaningful interactions, and only take items that are genuinely useful or relevant to you.

With so much happening, it’s easy to lose track of details. Keep a list of the booths you visit and jot down key takeaways from conversations. This will make follow-ups much easier after the event.

  1. Follow Up

After the trade show, the real work begins. Review your collected business cards and notes to identify high-priority follow-ups. Send thank-you emails to vendors and connections, referencing specific conversations to demonstrate your interest and professionalism.

If you discovered a product or service that could benefit your organization, share your findings with your team. This not only positions you as proactive but also ensures the knowledge gained at the event has a broader impact.

Finally, evaluate the event itself. What went well? What could you improve on for next time? This reflection will help you refine your approach for future trade shows.

Attending trade shows is more than just walking the exhibit floor, grabbing a bunch of free handouts, being overwhelmed and unproductive.  By addressing the chaos with a clear solution and actionable steps, you can maximize the value of every event you attend. You’ll also be better prepared to think quickly on your feet when a savvy industry veteran puts you on the spot!

If you’re heading to the GCSAA Conference and Trade Show, please make sure to stop by booth 4700 to meet with our team, discuss your recruitment needs, learn the latest trends and best practices in workforce development, or discuss career needs! If you’d like to book 1:1 time, please 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 Certifacte in Talent Acquisition fro 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. 

Book a Talent Strategy Call

Reflecting on a Year of Growth and Gain

As 2024 comes to a close, we take a moment to pause, reflect, and celebrate the progress we’ve made together. This year has been one of growth, transformation, and valuable lessons—both personally and professionally. We’ve had the privilege of working on exciting projects, discovering new ways to serve our clients, and contributing to the growth of the golf and turf industries.

Recently, I had the pleasure of hosting our team for a year-end podcast, where I asked each member to describe this past year in one word. The responses were insightful:

  • Fulfilled
  • Reinvigorating
  • Growth
  • Innovative
  • New
  • Pride

These words truly summarize our journey throughout the year. Listening to our team’s reflections reminded me of a concept from a recent book I read, The Gap and The Gain by Dan Sullivan. The book introduces a mindset shift between focusing on where you want to be (the “gap”) versus where you currently are (the “gain”). This perspective is key to cultivating a growth-oriented mindset and staying positive, even when faced with challenges.

The Gap vs. The Gain

  • The Gap: This represents the space between where you are right now and where you want to be. It’s easy to get stuck focusing on what hasn’t been achieved yet, leading to feelings of frustration and inadequacy. This mindset can create anxiety, as you constantly compare yourself to an ideal or an unattainable goal.
  • The Gain: On the other hand, focusing on the gain means reflecting on what you have accomplished. Rather than comparing yourself to future goals, you measure progress by looking back at how far you’ve come. This mindset fosters gratitude, satisfaction, and motivation, as it allows you to celebrate the improvements and successes along the way.

Avoiding the Trap of the Gap

While focusing on the gap can feel natural, it can also lead to feelings of imposter syndrome. By constantly comparing where we are to where we want to be, we can undermine our achievements and feel unworthy of success. It’s important to recognize that growth is a journey, and progress should be celebrated in the present moment—not just when we reach our ideal destination.

I can personally look in the mirror and think of numerous scenarios where I have self-sabotaged my own success and opportunities, because I played the comparison game. I see it with other professionals, and all too often miss opportunities to sell themselves at pivotal moments in a job search or board room setting.

When we choose to focus on the gain, we can experience a sense of pride, which can be a powerful motivator. Celebrating our gains—no matter how big or small—helps us authentically share our journey and build trust with others. This sense of pride in our progress allows us to approach challenges with confidence and showcase our growth in a way that resonates with potential clients, collaborators, and partners.

One of the biggest lessons from 2024 has been the importance of relationships. Our team has worked closely with golf course superintendents, general managers, suppliers, club owners, and industry professionals to better understand their unique challenges and provide tailored solutions. We’ve found that fostering strong, ongoing relationships is just as crucial as delivering results. The trust we’ve built with our clients has been one of the most fulfilling aspects of this year.

This year, we helped organizations find top talent in nearly 100 search projects, while also helping them take pride in their core values and culture. We’ve witnessed leaders evolve, teams strengthen, and organizations transform into more dynamic, efficient operations.

Our efforts went beyond recruitment—creating long-term partnerships and providing career development support to ensure our candidates succeed in their new roles.

We established a research arm of our company to help improve real-time market information and best practices to create data-driven changes.

We’ve incorporated AI and other innovative technologies to deepen our capabilities in sourcing talent, and streamlining our processes.

Creating a positive and professional work environment is not only important for our client partners to retain top talent, but is a central core value to our company. I am proud of the work our team put into developing their craft and capabilities, which ultimately will improve the level of service we provide our clients.

Reflecting on these milestones, I’m proud of the growth we’ve achieved, not only as a company but as individuals. The relationships we’ve nurtured and the impact we’ve made in the industry are what make this work so rewarding.

Thank you for trusting us throughout 2024. We are grateful for the opportunity to work alongside you and help you build high-performing teams. Let’s make 2025 even more successful by continuing to grow together.

If you’re in need of further insight and best practices, 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 Certifacte in Talent Acquisition fro 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. 

Book a Talent Strategy Call

How to Overcome Career Uncertainty

Career transitions can evoke a swirl of emotions, especially for those in the golf course superintendent industry.

The feeling of being at a career crossroads arises from a variety of circumstances ranging from uncertainty with current status, lack of upward mobility, personal and family obligations, and at times the mounting pressures or instability of finances.  Alternatively, the allure of new challenges and growth offer career reflection points bringing significant self-doubt, anxiety and indecision. 

I not only personally dealt with this, but see numerous professionals struggling with this decision and their overall career satisfaction.  I empathize when at the proverbial fork in the road.  With the benefit of hindsight and through our own research and better informed decision making, here are some thoughts for you. 

According to our 2024 Golf Course Superintendent Employment Trend Study, 60% of today’s golf course superintendents are still excited about being a “Turfheads”.

Given golf’s recent boom and forecasted growth, I envision today’s top talent will continue to be pursued for their capabilities, accomplishments and visionary leadership. Salaries are increasing at rapid speed to the tune of 20-30% in many of our recruitment projects. It’s notable that this is probably the best employment market for golf course superintendents ever.

However, golf course superintendents need to weigh the risks of each choice and the impact on their long-term personal and professional goals.

Leaving a role might bring challenges and a renewed sense of career passion, but as I’ve personally experienced, the same problems you dealt with in your current role will carry with you to the next facility, role or golf course in a short time. Same circus, same characters, different location.

Develop a Personal Strategic Plan

Speaking on personal experience, developing a personal strategic plan to map out your goals over ten years ahead gives you the freedom to dream big, unbound by current limitations. 

Consider spending time self-reflecting on your current role.  Have you really given yourself the space to appreciate your existing circumstances?  Consider some of the following questions:

  • How do my past achievements and challenges align with the person I want to become?
  • How often do I celebrate my achievements, no matter how small?
  • How do I balance working toward long-term goals with enjoying the process along the way?
  • Is the environment providing a safe, healthy space for myself and stability for my family? 
  • Have I consistently been rewarded, recognized and challenged? 

You’ll begin to see patterns, notice recurring themes, and uncover what truly matters to you. When you celebrate each achievement along the way, you acknowledge your progress and reinforce the commitment to your dreams. 

Looking back, I did not take moments to appreciate growth in my own personal career journey, as well as the steps I took. I ruminated on things out of my control, projected circumstances that weren’t based on facts, but worst case scenarios. It became a distraction to focusing on what I could control, and all the good things happening personally and professionally.

I find many professionals create a narrative in their head about why they need to move on to greener pastures thinking the external environment is going to generate happiness, balance and success. Often it is addressing the internal litigator that will change your attitude, altitude and career satisfaction.  

If you think the club or organization down the street with the shiny newness doesn’t have the 10-percent group of naysayers, limited resources, governance problems, and a whole lot of other baggage; think again!

Some considerations to increase your satisfaction with your current role: 

  • Don’t let the profession define happiness, find outside interests and hobbies.
  • Build relationships within your team, delegate and lead by example to promote a positive work culture.
  • Develop soft skills including adaptability, handling constructive criticism, and emotional intelligence.
  • Conduct salary reviews to address lingering pay gaps.
  • Be willing to adapt to change and accept that some things are out of your control.
  • Set realistic goals and work towards achieving them; take initiative in your daily role and relationships.
  • Seek out professional development opportunities in areas that impact your personal growth, as well as overall business. 

If you’re in need of further insight and best practices, 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 Certifacte in Talent Acquisition fro 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. 

Book a Talent Strategy Call

How to Elevate Your Presentation

Man in Blue Suit

A few months ago, I attended a dinner with a group of entrepreneurs, business owners and influencers in Nashville. As I listened to others describe their businesses, one in particular struck me. 

Lisa Smith and Eric Saranto are the expert duo behind ERLÍSE Hair and Wardrobe Consulting, who specialize in empowering high-achieving entrepreneurs and professionals to elevate confidence in their personal style and professional presence.

Listening to Eric and Lisa speak with such passion about their process and the value of personal styling started the wheels spinning in my head. They gave a number of examples where people misrepresent themselves, often unintentionally, based on their clothing choices and style. 

More importantly, they spoke about how proper styling with well-fitted, high-quality clothing can elevate your professional image, which is particularly important in a discerning industry where first impressions, authority, and professionalism matter. Elevating your style can give you a polished, confident look that sets you apart.

Facilitating search projects, I have heard anecdotal comments regarding posture, how candidates carry themselves, attire selection, facial grooming and other appearance factors. Nearly all point to a desire for a “fit and finish” look. 

Self-admittedly, I reflect on numerous instances in the boardroom, presentations, education conferences or my own interviews where I whiffed on this opportunity to demonstrate “fit and finish” or a polished approach in exchange for comfort, easy to maintain wardrobe, and off the rack convenience.

Some individuals may feel they don’t know enough about fashion (hand raised) to participate in any fashion discussion and may avoid it because of their insecurities or perceived lack of style knowledge or costs.

Whatever self-limiting thoughts you have, they have crept in mine.  Too complex or intimidating, not knowing what steps to take, too elaborate, luxurious or high-maintenance for my lifestyle or bank account. 

For years, I’ve invested in professional development, networking and continued education, often overlooking the power of physical presence, non-verbal cues and appearance. 

Social media, influencer channels, online platforms have demonstrated convenience and affordability for the average person. More people are seeking to differentiate themselves with a unique, tailored look.

In our 2024 Golf Course Superintendent Employment Trends Study, marketing oneself was deemed the #1 trait to get to the next level.

I’d venture to say the investment in your appearance will elevate your image, confidence, credibility and marketability instantly. The same quality, craftsmanship and finished presentation displayed on the golf course should reflect in your presentation of oneself.

After speaking with Eric and Lisa, here are seven tips that can help elevate your style:

  • Match your belt with your shoes
  • Get a great haircut and have your hair color touched up.
  • Be well groomed – clean, shaven, nails, hair styled
  • Wear the “best” outfit you own that fits you well or buy at least one new tailored outfit
  • Make sure your clothes are ironed or wrinkles steamed out
  • Wear “clean” shoes that show no wear signs, take the time to clean with a gentle cleanser and brush for shoes
  • Buy a new pair of shoes with your outfit

If you’re in need of further insight and best practices, 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 Certifacte in Talent Acquisition fro 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. 

Book a Talent Strategy Call

5 Factors Driving Employee Retention in the Golf Industry

In our 2024 Golf Course Superintendent Employment Trends Study, I was caught by a recurring theme around recruiting and retention of today’s workforce. Golf course superintendents in particular are curious and unclear what attracts today’s generation, what propels them from considering a career in golf, and what makes them leave?

Based on the original research and the feedback from numerous industry leaders, I recognized that it was crucial to continue exploring both the misconceptions and the actual dynamics impacting recruitment, retention, and employee development in this industry.

It is no secret the golf industry has been grappling with a talent shortage, which has intensified due to the aging workforce, evolving industry demands, and shifts in employee expectations.

The question nagged at me throughout the year, and dates back to the core of why I started my company – help transform the way the golf industry attracts, develops and retains talent. Recently, I decided to find data-backed truths around these questions by commissioning a national research study with the Center for Generational Kinetics.

Through this study, we’ve pinpointed strategies, offers, and messaging that leaders can use to make golf courses desirable places to work. With many clubs and courses struggling to attract and retain talent, our goal is to provide a clear roadmap based on real data and actionable insights. From competitive benefits to career growth paths, we now have evidence-based insights that can help clubs retain top talent across a range of roles.

We will be releasing the full study in January, but wanted to share a teaser with the top five factors that drive employee retention in the golf industry.

1. Competitive Compensation and Benefits

It’s an old refrain in almost any industry: people need to feel valued, and one of the most direct ways to show this is with compensation. In the golf industry, where seasonal work and early mornings can define the job, competitive pay isn’t just about money; it’s about respect. 

Offering salaries that reflect the skill and commitment required can make the difference between an employee who sticks around for one summer and one who builds a career.

In a recent study by the Center for Generational Kinetics, over 70% of the workforce in America between the ages of 18 to 65 cite competitive pay and benefits as primary reasons for staying in their roles. And for good reason. 

Money might not be everything, but for those who work hard to keep greens pristine and pro shops running smoothly, fair pay and a solid benefits package can feel like a thank you that comes with every paycheck. A retirement match, health insurance, and a little extra on top — it’s these things that add up to an investment in your people.

As the economy shifts and the demands of the job evolve, make sure your employees know that their efforts are valued. Regularly review your compensation packages, because when people feel valued, they feel rooted.

2. Positive Work Culture and Respectful Management

A golf course is a place of quiet, a place where people seek refuge from the chaos of their daily lives. And yet, behind the scenes, it can be a high-stress environment, with early starts and demanding customers. For the employees, a positive work culture is like that quiet moment on the green — a chance to breathe, to feel supported, to be part of something larger than themselves.

Employees who feel respected by their managers and valued by their team are more likely to stay. They want to know that their voices matter, that their contributions are noticed, and that their well-being is cared for. Respect is as essential as water to the turf, and it requires regular tending.

Encourage managers to give regular, constructive feedback, and create a culture where every team member feels safe to share their thoughts. Because when people feel heard, they feel they belong.

3. Opportunities for Career Development and Advancement

In golf, every player knows there’s always room to improve. The same is true for your employees. People want to grow. They want to develop new skills, take on new challenges, and see a path forward. Without the chance to advance, even the most passionate employees can feel stuck, like a golfer endlessly practicing their swing without ever playing a round.

Clear pathways for career growth are vital. When employees see a future within the organization, they’re more likely to stay committed. Training programs, mentorship opportunities, and leadership development initiatives can all give employees the sense that they’re building a career, not just holding a job.

Whether it’s through formal training sessions or a simple mentorship program, show your team that you’re as invested in their growth as they are. Because when people see potential, they see a reason to stay.

4. Work-Life Balance and Flexible Scheduling

Employees, too, need a sense of timing, a rhythm that allows them to balance the demands of work with the needs of their personal lives. With early mornings and long weekends, burnout is a real threat, especially in an industry that requires so much dedication during peak seasons.

Flexible scheduling can help employees find that balance. Offering days off during the week or adjustable hours when possible can make all the difference. After all, employees are people, not just names on a schedule. They have families, hobbies, and lives that need attention just as much as any sand trap or putting green.

Be mindful of your team’s needs outside of work. Offer flexibility where you can, and understand that sometimes, the best way to keep people on the team is to let them take a day off. Because when people feel balanced, they feel fulfilled.

5. Clear Communication of Roles and Expectations

Imagine stepping onto a golf course with no idea of the layout, no map, no markers. You’d feel lost, uncertain, even frustrated. That’s how an employee feels when their role is unclear. They need to know what’s expected of them, what success looks like, and how their efforts contribute to the bigger picture.

Clarity is kindness. When roles and responsibilities are well-defined, employees can perform with confidence. They know where they’re headed, and they understand how to get there. A well-communicated role is like a fairway free of hazards — a clear path to the goal.

Ensure job descriptions are detailed and expectations are consistently communicated. Take time during onboarding to explain how each role contributes to the team’s success. Because when people understand their purpose, they find meaning in their work.

In the end, retaining employees in the golf industry is about much more than any single factor. It’s about creating an environment where people feel valued, respected, and understood. It’s about building a team that feels more like a family, on a course that feels more like a second home. 

When you invest in your people — with fair pay, respect, opportunities, balance, and clarity — you’re investing in a community that will flourish.

If you’re in need of further insight and best practices, 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 Certifacte in Talent Acquisition fro 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. 

Book a Talent Strategy Call

How to Maximize your Interview Site Visit

When you’re in the running for a golf course superintendent position, the interview process often includes a crucial component: the site visit. Much like a real estate agent visiting a property to gain insight into its unique features, a site visit allows you to showcase your understanding of the course, its challenges, and the needs of the management team. 

It’s an opportunity to move beyond the resume and formal interviews to demonstrate how you can add value in real-world conditions and provide a taste of your observational skills.  

In some cases, you may need to ask club officials or the hiring manager to tour the facilities, and in others this will be a critical step to evaluating your fit for the role. Always be respectful and sensitive to the existing team and operations.

Assessing the Course’s Unique Challenges and Needs

During your site visit, you’ll have the opportunity to assess the course firsthand and get a deeper understanding of its specific challenges. In some cases you may tour the facility with the General Manager, Golf Professional, committee member or unguided.  Look beyond the basics including the consistency of turf quality, bunker presentation, detail work, and growing challenges.

Consider factors like water management, pest control, and the local climate. Are there any pressing issues like drought conditions or environmental regulations that will affect your strategy?

When appropriate, don’t be afraid to pull soil samples, dig into existing turf conditions, or pull out the sunseeker app to take an extra step.  Be observant, but respectful.  Think about what improvements can be made to get some quick wins in your first year to gain membership buy-in. 

Evaluate the work environment

Depending on the confidentiality, getting an eye on the maintenance facility could provide a strong look into the culture.  Are the available workspaces adequate for elevating the team and operations?

Take stock of the machinery, tools, and technology you’ll be working with. Are they up-to-date and sufficient for the job?  This could be a major talking point, and a major hurdle to achieving conditioning goals.

Understanding the cleanliness, safety, organization and pride the team has could uncover themes out on the golf course. 

Building Rapport with Key Decision-Makers

Technical expertise is only part of the equation. As a superintendent, you’ll need to fit in with the club’s culture and leadership style. The site visit gives you a chance to meet key stakeholders and see how the team operates. 

You may have the opportunity to engage with club leadership, such as the general manager, board members, and other staff. This is your chance to observe team dynamics and show how well you can work with them.

Building trust and rapport with the people who will ultimately decide whether or not to hire you is a key opportunity in the search process. Be personable and approachable. Building a positive rapport with decision-makers during the visit can leave a lasting impression and boost your candidacy.

Show genuine interest in the club’s long-term goals, operations, and challenges. This shows you understand that your role goes beyond just maintaining the course.

Focusing solely on turf management or course conditions without considering the club’s culture, values, and member expectations can make you seem one-dimensional. 

Use what you observe to highlight how your interpersonal skills and management style align with the club’s values and dynamics. If you can, draw parallels between their current culture and your previous roles.

Clarifying Club Expectations and Priorities

Each golf club has its own expectations for the superintendent’s role. Some emphasize maintaining tournament-level conditions, while others prioritize sustainability or member interaction. 

Clarify what the club values most—whether that’s agronomy expertise, leadership skills, or budgeting prowess.

Not all job requirements are listed in the description. During the visit, you may pick up on informal expectations, such as the superintendent’s visibility with members or specific community engagement efforts.

Tailor your responses to align with their priorities. Show how your skills and past experiences meet both the formal and informal requirements of the role.

Refining Your Approach Based on What You See

If you notice that the course has aging infrastructure, for instance, you can emphasize your experience with major renovations or equipment upgrades.

Keep notes during or after the visit so you can reference specifics during your follow-up interviews or thank-you notes. This shows you were paying attention and reinforces your interest in the role.

When it comes time for the interview, be prepared to discuss how your past experience equips you to handle these specific challenges. Provide examples of similar courses you’ve managed or problems you’ve solved in comparable situations.

By approaching the visit with a focus on understanding the course’s challenges, building relationships with decision-makers, and aligning yourself with the club’s long-term goals, you can make a lasting impression and position yourself as the ideal candidate for the role. 

This is your opportunity to demonstrate that you’re not just a good fit on paper—you’re the right person to lead their course to success. Present yourself as a knowledgeable, respect, and professional candidate.  Of course, here are some things to avoid.

  • Don’t slouch on your attire, dress professionally and appropriately.
  • Make sure you’ve reviewed and researched the course, the club’s history, and their goals.
  • Even if you see areas for improvement, phrase your observations tactfully, instead of being overly critical or current management practices. 
  • Respect the staff, members, and club culture.  Avoid acting like you’re already in charge or asking detailed questions about employees’ performance. 
  • Let key stakeholders lead the conversation avoiding being arrogant or disrespectful.
  • Avoid making bold statements about the course’s existing challenges and making immediate changes until you fully understand the context. 

If you’re in need of further insight and best practices, 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 Certifacte in Talent Acquisition fro 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. 

Book a Talent Strategy Call