Our search projects, networking, and research consistently show that creating a great, healthy workplace culture is a top priority for both current and future club industry professionals—and it’s increasingly valued by club members as well.

Let’s cut through the noise: workplace culture is not your mission statement, your core values poster, or a once-a-year staff survey.

It’s what your people experience every day — in the way they’re spoken to, how they solve problems, who gets listened to, and whether they walk into work feeling like a valued contributor or just another replaceable part.

If you want to lead a high-performing team — whether you’re running golf course operations, a turf maintenance crew, or a full-service private club — you have to know how to identify your culture before you can improve it.

Here’s 5 clear, no-fluff steps to evaluating the culture you’ve built (or inherited).

1. Watch the Behavior, Not the Branding

Culture isn’t what leadership says — it’s what the team does when no one’s looking. Start by observing:

• Who speaks up in meetings, and who stays quiet?
  
• Do team members share knowledge or hoard it?
  
• Is the default tone encouraging or dismissive?
  
• Do people take ownership of problems or hide from them?
  

High-functioning cultures show signs of mutual respect, trust, and psychological safety. People aren’t afraid to speak honestly or admit mistakes. They pitch in without being asked.

2. Listen for What’s Not Being Said

What your team doesn’t say tells you as much as what they do.

If your staff avoids eye contact, gives short answers, or never offers suggestions, you may have a culture of fear or disengagement. 

If people stop bringing you problems, that’s the real problem.

Encourage open feedback, but more importantly — prove through action that you value it. If people risk telling you the truth and nothing changes, they’ll stop trying.

3. Pay Attention to Turnover and Tenure

Turnover is one of the loudest signals of cultural health — or lack thereof.

People rarely leave over pay alone. More often, they leave because they don’t feel respected, listened to, or invested in. Look at:

• Who’s leaving, and why?
  
• Are good people recommending others to work there?
  
• Are people growing in their roles or getting stuck?
  

High retention rates aren’t the goal — high engagement and development are. Sometimes a team that’s too “comfortable” is a sign that accountability and growth are missing.

4. Ask Better Questions

Don’t wait for the annual staff survey. Culture is built daily — and it should be assessed often.

Try questions like:

• “What makes your job harder than it should be?”
  
• “When was the last time you felt really proud of your work?”
  
• “If you could change one thing about how we operate, what would it be?”
  
• “Do you feel like your voice matters here?”
  

Create low-stakes, consistent opportunities for feedback: casual check-ins, anonymous polls, 1:1 walks. Most importantly, act on what you learn.

5. Look for Ownership and Energy

You can sense a strong culture. People:

• Show up early because they want to — not because they’re afraid
  
• Help new hires without being asked
  
• Speak positively about the team even when nobody’s watching
  
• Treat the property like their own
  

They own the mission because they feel ownership in the environment.

On the flip side, when people only do the bare minimum or say things like “That’s not my job,” that’s your culture talking, too.

Final Thought: Culture Happens — By Design or By Default

If you’re not intentionally shaping your workplace culture, something else is doing it for you: burnout, poor communication, bad habits, or legacy behaviors.

The most effective leaders in golf and hospitality don’t let culture be an accident. They design it, protect it, and refine it constantly.

“Culture isn’t a project. It’s a standard.”

Start identifying your culture today — before it identifies you.

If you’re in need of further insight and best practices to develop your workplace culture, 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. 

Book a Talent Strategy Call

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:

1. 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.
2. 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.
3. 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.
4. Revamp performance reviews. Shift the focus from just tasks completed to readiness for the next role. Discuss aspirations. Set clear development goals. Measure progress.
5. 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. 

Book a Talent Strategy Call

I’ll be blunt: I’ve probably driven our team crazy with the creation and management of Leadership on the Links, our weekly podcast.

What started as a passion project quickly turned into a strategic platform—one that’s opened the door to some of the sharpest, most unfiltered conversations with leaders across the golf industry and beyond. It’s been a test of patience, persistence, and precision. And it’s evolving more than I ever planned.

I also appreciate the consistency of our audience, who show up week to week, and the new relationships I’ve developed because of it. 

Here’s what emerged as top themes, traits, and comments I’ve pulled from our guests about what has made them successful, or allowed them to achieve success in their careers from 52 podcasts.

1. Complacency Is the Silent Killer
“Complacency doesn’t kill you all at once—it erodes you slowly until there’s nothing left to save.”

If you think maintaining the status quo is safe, think again. The biggest threat isn’t failure—it’s gradual irrelevance. Growth requires pressure, discomfort, and constant re-evaluation.

2. Playing Not to Lose Is Still Losing
“If you’re just trying not to fail, you’re already losing.”

The most successful leaders aren’t playing defense—they’re building, attacking, evolving. Every decision you make is either moving you forward or quietly dragging you back.

3. You Are the Author of Your Own Story
“You are the author of your own career story. If you don’t write it, someone else will—and you probably won’t like the ending.”

Stop following someone else’s playbook. Stop waiting for permission. The moment you realize it’s your responsibility—and your responsibility alone—is the moment your career actually starts.

4. Metrics Speak Louder Than Opinions
“If you can’t quantify your impact, you’re just telling stories.”

In today’s professional world, subjective opinions won’t move the needle. Hard results will. Leaders know how to turn effort into measurable outcomes—and they aren’t shy about showing it.

5. Relationships Drive Everything
“Your network’s value isn’t in who you know today—it’s in how many people they can introduce you to tomorrow.”

Success is interconnected. One relationship can change your entire trajectory—but only if you show up with authenticity, consistency, and a willingness to listen more than you talk.

6. Adaptability Isn’t a Perk—It’s the Standard
“Adaptability isn’t a skill anymore—it’s the baseline for survival.”

Rigid mindsets are already extinct. The people winning today—and tomorrow—are those who can pivot, learn, and lead without needing a manual.

7. Every Room Is a First Impression
“Every room you walk into is a first impression you either win or waste.”

You don’t get to control when opportunity shows up—you only control whether you’re ready for it. Appearance, presence, energy—it all matters more than you think, and it starts the second you enter the boardroom, breakroom, or the golf shop!

After 52 episodes, one thing is crystal clear:

Success doesn’t come down to luck, natural talent, or timing.

It’s discipline in how you think.
It’s speed in how you adapt.
It’s intentionality in how you build relationships.
It’s courage in how you lead—especially when it’s uncomfortable, inconvenient, or invisible.

The next 52?  We’re just getting started. 

Subscribe to Leadership on the Links on your platform of choice. New conversations. Higher standards. And an improved host.

---

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. 

Book a Talent Strategy Call

According to our 2025 Golf Course Superintendent Employment Trends from assistant superintendents in the field paints a clearer picture of what really drives career decisions—and it’s more about culture, consistency, and leadership than location or name recognition. There’s a lot of talk about employer branding to the point of exhaustion, but really comes down to this.

Employer branding is about reach and results, which creates your reputation. It’s taking who you already are and packaging it in a way that builds trust, scales your impact, and creates opportunities not only for your members, but your employees.

Fair Pay Is Table Stakes—Not the Whole Table

Let’s be real: everyone wants to be compensated fairly. That’s still a top concern. But once the basics are met, other factors quickly take center stage. Assistants are thinking long-term. They’re not just looking for the next job—they’re looking for the right fit.

One of the biggest takeaways? Organizational stability is a dealbreaker. Assistants want to work in clubs where leadership is strong, expectations are clear, and the future looks solid. Being part of a well-run operation matters more than rubbing elbows at a famous course with internal chaos. Prestige and external status symbols doesn’t mean much if the environment is unpredictable.

Interestingly, many assistants said staying close to home or working at a name-brand club weren’t major factors in their decisions. That challenges a long-standing assumption in the industry. It’s not about the logo on your polo—it’s about the environment you’re walking into every day and whether it helps you move forward in your career.

Culture Counts

Workplace culture is another key driver. People want to feel like they belong and that they’re set up to succeed. Clubs that foster professional development, encourage collaboration, and promote strong mentorship from the superintendent are far more appealing than those that don’t—regardless of their reputation or location.

Employers are doing a good job in areas directly related to job execution, such as maintaining safe working conditions, providing the necessary equipment, and ensuring employees are well-prepared for the physical demands of the job. Workplace safety protocols, training programs, and investments in high-quality tools and technology have minimized concerns about day-to-day working conditions.

Developing soft skills, communication and networking skills is important to them, more so than technical turf skills. It’s not about perks or flash. It’s about feeling supported, having a path forward, and knowing their efforts are recognized.

Challenges that stick out?

Assistant superintendents are willing to work hard and handle challenges, but when faced with lower compensation against other industries, relentless stress due to the demands of the role, and little flexibility, many begin questioning whether the sacrifices are worth it.

One of the most persistent challenges assistants face as they advance in the profession is the toll the job can take on personal and family life. The role demands long hours, unpredictable schedules, weekend work, and a level of commitment that often clashes with the rhythms of family and personal obligations.

Many assistants spoke candidly about missing birthdays, family gatherings, school events, and even holidays due to work. It’s not just about time—it’s about presence. Being physically and mentally available for partners, kids, and loved ones becomes increasingly difficult when the job constantly pulls you away.

This tension forces many to make tough choices. Some delay family plans. Others leave the profession altogether in search of more balance. And for those who stay, the strain can build quietly over time, leading to burnout or disengagement.

What This Means for Clubs and Superintendents

If clubs want to attract and keep top-tier assistants, they need to look inward. Are you providing a clear direction? Is your leadership consistent? Are you investing in your team’s growth? Are you building a culture people want to be part of?

Because if you’re not, the best talent won’t just pass you by—they’ll leave for clubs that do.

The bottom line: Career decisions aren’t just about compensation anymore. They’re about trust, clarity, and culture. Get those right, and you won’t just attract talent—you’ll keep it.

Looking to improve your recruitment game? Start with the basics:

1. Employee Testimonials – Capture candid moments during member events. People are open, honest, and unscripted. Use it.
2. Real-Time Feedback – Managers should share positive comments from members with their teams. Recognition fuels morale.
3. Social Media Spotlight – Show the behind-the-scenes. Golf course crews, banquet staff, or the pro shop team—everyone has a story.

This isn’t about flashy campaigns. It’s about showing the heartbeat of your operation.

If you’re in need of further insight and best practices to help develop a top workplace culture, 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. 

Book a Talent Strategy Call

One of the key insights we’ve gained from over 300 search projects is the growing gap in the skills and experience of the next generation of golf course superintendents largely attributed to the lack of workforce.

As new technologies emerge to help offset labor shortages and increase efficiency, agronomic consultants, project management experts, and management companies have become key players in bridging this gap. These are not just solutions to a talent shortage—they’re attempts to fill a deeper talent gap in the industry.

This gap is not due to a lack of effort, and often can be overcome with ambition, strong mentorship and the right environment. There is certainly strong talent within industry, so don’t misrepresent.

However, societal pressures have placed a premium on soft skills like emotional intelligence and communication, while the immediate need for leadership has pushed assistants into supervisory roles before they’ve fully developed the necessary technical expertise.

Today’s assistant superintendents are navigating increasingly complex environments: managing staffing shortages, meeting heightened expectations due to growing participation and capital investments, and balancing day-to-day responsibilities with broader career ambitions. These pressures are compounded by the growing demand for a broader skill set that includes leadership, financial management, and strategic decision-making.

The demand for more well-rounded leaders is valid, but it often comes at the expense of the technical mastery required to perform the job effectively.

When we asked assistant superintendents in our 2025 Golf Course Superintendent Employment Trends Study to prioritize skill development, they ranked soft skills (53%) higher than technical expertise (20%) as the most important skill to their career success. Key areas within soft skills include:

• Leadership and team management
  
• Interpersonal and organizational communication
  
• Financial planning and budgeting

While these skills are crucial for career advancement, a word of caution: today’s assistants cannot neglect the very technical knowledge that is the foundation of successful superintendent leadership.

Observations from the field

Given our extensive interview experience, research and benchmarking of assistant superintendents capabilities, around the four-to-six-year mark in their careers, assistant superintendents often hit an inflection point.

Adept at using data for decision-making, and comfortable in operational roles like scheduling, task-oriented planning and quality control. But when it comes to deep technical expertise—whether in equipment operation, irrigation programming, drainage planning, or turfgrass management—they may have not developed entirely with confidence.

Think of it like this: an assistant at this stage is like a co-pilot who’s spent years flying short trips—they know the controls and can handle routine tasks, but when turbulence strikes, they lack the deep technical training that veteran pilots rely on to navigate emergencies. They can keep the plane in the air, but they don’t yet have the muscle memory to land it in a crisis.

According to our study, assistant superintendents today are looking to lead, not just manage tasks. Even when exploring continued education and on-the-job training, soft skills training ranked as the top choice over technical turf skills, monthly coaching from an experienced supervisor or industry expert, and industry conferences.

I’ve yet to conduct a golf course superintendent search where course concerns or failures weren’t, in some way, linked to deficiencies in these core technical areas. Whether it’s poor course conditions, turf health issues, lack of proper construction methods, improper chemical programming, water management auditing, or failure to adapt to environmental challenges, technical expertise is essential for maintaining the product that drives a club’s reputation.

While clubs are supporting growth in leadership and communication, there’s far less patience for repeated failures in course conditioning. At the end of the day, the golf course is the product—and if it suffers, so does the superintendent’s standing.

Create balance with on-the-job training

To bridge this development gap, it’s crucial to balance the growth of soft skills with a continued focus on hands-on technical training. Assistants should be more deeply involved in spray programs, irrigation audits, equipment maintenance, and project planning. They need to be rotated through “deep dive” technical experiences with seasoned technicians and architects, and given ownership of projects that link technical execution to strategic outcomes.

Simultaneously, exposure to member communications, time management, budgeting, and GM shadowing should be prioritized. Regular conversations about goal setting, delegation, leadership development, and networking will ensure a holistic approach to their growth.

The next generation of superintendents must not be led to believe that soft skills can outweigh a strong foundation in agronomy. Neglecting technical expertise will not only limit their development but also create long-term challenges for both the individuals and the clubs they serve.

If you’re in need of further insight and best practices to help your assistant superintendents or on-the-job training programs, 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

Bloom Golf Partners has added Rachel Ridgeway as a search executive and HR consultant. The strategic addition will strengthen Bloom Golf Partners’ ability to provide talent acquisition and organizational development services in the golf and hospitality industries.

With 13 years of specialized human resources experience, including the past eight in the private-club sector, Ridgeway has a proven track record of recruiting top leadership, fostering high-performing teams and implementing forward-thinking HR strategies that drive business success. Her expertise spans multiple industries, including manufacturing, casino and private clubs. A certified Society of HR Managers Professional (SHRM-CP) since 2018 and Lumina Learning practitioner since 2023, Ridgeway possesses a deep understanding of how to align talent with an organization’s long-term vision.

As a key player in executive recruitment, Ridgeway has successfully placed leadership roles essential to club operations, including directors of finance, controllers, executive chefs, golf course superintendents, assistant general managers and human resource directors. Her ability to strategically match professionals with the right club culture and operational goals ensures that clubs remain competitive in an evolving industry.

“We are thrilled to welcome Rachel to Bloom Golf Partners,” Bloom Golf Partners founder Tyler Bloom said. “Her ability to attract and develop top talent while strengthening workplace culture aligns perfectly with our mission to support clubs in building high-performance teams that drive success. With her expertise, our clients will gain invaluable insights into workforce optimization, leadership development, and organizational effectiveness.”

Beyond recruitment, Ridgeway is a catalyst for workplace culture and leadership excellence. She has defined core values, strengthened employer branding, and driven engagement through employee engagement, development and performance management programs. Her leadership development initiatives—peer groups, Lumina Spark workshops and executive retreats—enhance collaboration and elevate performance.

Ridgeway’s expertise extends to board and governance strategy, where she actively shapes policy, leads self-evaluation initiatives, and contributes to board and committee effectiveness.

“I am excited to continue my partnership with Tyler as a search executive and HR consultant with Bloom Golf Partners,” Ridgeway said. “Having worked with him for several years on superintendent and assistant searches, I have great respect for his deep industry knowledge and ability to identify top-tier talent. With my years of experience in strategic human resource management and a strong passion for the industry, I look forward to supporting clubs in all aspects of their staffing needs—from
executive search to talent development and organizational growth.”

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 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. 

Book a Talent Strategy Call

Jack Welch, the legendary Chairman and CEO of General Electric, famously said, “An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.”

But organizations don’t learn—people do. For golf course superintendents, fostering a culture of continuous improvement and mentorship is one of the most effective ways to gain a competitive edge.

Having spent over two decades in the turfgrass and golf industry, I’ve seen firsthand how the ability to adapt separates great teams from struggling ones. Superintendents operate in a constantly evolving environment—advancements in turfgrass science, environmental regulations, shifting member expectations, and budget constraints require quick thinking and continuous learning.

A team with a strong capacity for learning spends less time struggling to adapt and more time taking action. When faced with challenges—such as an unexpected turf disease outbreak or extreme weather—teams that can pivot and develop solutions on the fly will consistently outperform the competition.

The greatest challenge we see managers in training and senior management face in reaching the next level of professional level isn’t a lack of ambition or work ethic—it’s the absence of a clear, structured pathway for growth. Both ranked as one of the top reasons preventing both average working Americans (2025 Workforce Trends in Golf) and today’s assistant superintendents from climbing the career ladder.

Too often, talented individuals find themselves trapped in a cycle of routine tasks, with no defined roadmap for advancement, leaving them feeling stagnant and unsure of their next steps.

It places a key importance on the golf course superintendent or department leader to be a mentor and provide guidance for their team.

Hiring for Learning Ability

When hiring assistant superintendents, equipment managers, or crew leaders, it’s tempting to prioritize technical expertise and years of experience. But learning ability is just as crucial.

Golf courses face unpredictable challenges, from climate variability to new technologies and evolving member expectations. A quick learner can master new tools or strategies faster than someone reliant on routine. A superintendent who builds a team of adaptable learners ensures their operation stays ahead of these changes.

Superintendents need employees who can assess a problem, identify creative solutions, and implement them without excessive oversight. While traditional hiring emphasizes experience, it doesn’t always equate to the ability to acquire and apply new knowledge quickly. Some team members thrive on repetition, while others have an innate capacity to learn faster and think critically. Prioritizing learning ability ensures your team isn’t just keeping up—but staying ahead.

How to Evaluate Learning Ability in Hiring

When interviewing candidates, ask questions that uncover their ability to learn and adapt:

• “Can you describe a time when you had to quickly learn and apply a new skill?”
• “How do you stay informed about changes in the turfgrass industry?”
• “What’s the most challenging new concept you’ve had to master recently?”

Look for candidates who demonstrate a proactive approach to growth—those who seek industry education, attend conferences, implement best practices, or innovate in their current roles. You may also consider using cognitive assessments to evaluate problem-solving and adaptability.

Creating a Learning Culture

Encouraging a learning culture strengthens your team’s ability to meet challenges head-on. With a team that values growth, you’ll see:

• Increased adaptability to unpredictable weather and shifting member demands.
• Greater innovation in problem-solving and turf management.
• Higher employee retention and job satisfaction.

This commitment to learning should also extend beyond your department—to your relationships with the Green Committee, General Manager, Golf Professional, and Board.

• Green Committee: Keep them informed about industry trends, course challenges, and innovative solutions. Instead of turning meetings into task checklists and weather reports, use them as opportunities for shared learning and alignment.
• General Manager: Ensure departmental strategies align with the club’s overall vision. Share insights on operational efficiencies, environmental practices, and member satisfaction to position yourself as a proactive leader.
• Golf Professional: Foster a seamless member experience by maintaining open communication on course conditions and gathering insights on enhancing playability. A collaborative approach strengthens teamwork and elevates the member experience.

By prioritizing learning across all relationships, you transition from a technical expert to a strategic partner—one who fosters alignment, innovation, and long-term success.

Five Ways to Build a Culture of Continuous Improvement

1. Recognize and reward curiosity, initiative, and innovative thinking.
2. Lead by example—stay informed, share knowledge, and attend industry events.
3. Invest in education—offer training, encourage certifications, and celebrate team members who pursue growth.
4. Promote collaboration through mentorship, team reviews, and knowledge sharing.
5. Reframe mistakes as learning opportunities—analyze challenges together and identify ways to improve.

When learning becomes part of daily operations, individual and team performance reaches new heights. A superintendent’s greatest asset isn’t just their own expertise—it’s their ability to cultivate a team that never stops improving.

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

Most hiring committees for golf course superintendent or director of agronomy positions we have worked with value formal education, but are hesitant to require a four-year degree. In lieu, most expect an intensive two-year certificate in combination with reputable work history under great mentors. 

The golf course industry has long valued expertise in agronomy, leadership, and turf management to maintain high-quality facilities that meet the expectations of players and club members. 

However, a recurring debate within the golf course superintendent community is the value of a four-year degree compared to alternative pathways like two-year programs, certifications, and hands-on experience. 

With increasing demand for skilled workers and an evolving workforce landscape, should employers reconsider the role of formal education and how the industry can adapt to attract and retain top talent?

For many professionals, a two-year or four-year degree represents a solid foundation for a career in golf course management. These programs often provide a comprehensive education, combining technical skills in turf science with business acumen and communication. Graduates of four-year programs are perceived as committed, career-ready, and well-prepared to step into leadership roles.

Some view it as evidence of long-term commitment and preparation for leadership roles with a strategic and administrative focus. 

“A degree demonstrates dedication and enhances credibility,” says one industry leader. “It also helps candidates develop a broad set of skills that are critical for long-term career growth.”

The Rise of Alternative Pathways

70-percent of respondents in our recent Golf Course Superintendent Employment Trends research study did not feel a four-year degree in turfgrass science or related field is important to succeed in today’s industry.  

As the industry grows, many professionals argue that hands-on experience, mentorship, and shorter educational programs can be equally effective—and sometimes more practical—pathways to success.

Two-year degrees and certifications offer a quicker, more affordable route into the workforce, allowing candidates to gain real-world experience sooner, while earning similar wages with advancement.  

“A good mentor and strong work ethic often matter more than formal education,” notes a long-time superintendent with years of experience in both the private and public arenas. “What sets a candidate apart is their ability to learn on the job, continuing their education and adapt to challenges.”

Hiring trends support this view. While degrees are often a differentiator in leadership roles, many clubs prioritize practical skills and relevant experience for assistant and entry-level positions. This flexibility lowers barriers to entry and helps address the talent shortage currently impacting the industry.

Economic and Workforce Considerations

The escalating cost of higher education has led many to question whether a four-year degree delivers a meaningful return on investment (ROI) for aspiring professionals. With in-state tuition ranging from $13,000 to $20,000 and out-of-state tuition climbing to $33,000–$44,000, the financial burden presents a significant challenge for students evaluating their educational and career pathways.

Shorter programs or direct entry into the workforce can deliver faster results, particularly for individuals who are eager to build their careers without incurring significant debt. 

According to the 2025 Workforce Trends in Golf Study, one in two working Americans are most interested in training pathways that result in advancement, certifications, and promotions.  For the industry to remain competitive, it must recognize and adapt to these economic realities.

Paid job training and certification continues to be a top employee benefit to apply or accept a job in today’s market.  We have seen numerous employer partners offer one-year apprenticeship programs like the USGA Greenkeeper Apprenticeship Program, NYSTA Greenkeeper Apprenticeship Program, support for regional in person events, industry certifications through the GCSAA.

Tailoring these educational offerings to attract new job seekers, while complementing with career advancement, and high earning potential are crucial for success. 

A New Standard for Tomorrow’s Goals

The ongoing debate raises an important question: What is the best way to balance formal education with practical experience? 

Clubs and hiring managers can benefit from considering diverse career pathways and valuing candidates’ unique strengths, whether they stem from education, experience, or a combination of both.

Attracting and retaining talent in the golf course industry requires a shift in how we view education and career progression. By embracing diverse pathways, investing in mentorship, and creating accessible opportunities for growth, the industry can ensure a steady pipeline of skilled professionals ready to meet its challenges.

Here are some simple strategies to consider:

Ongoing Professional Development: Emphasize the importance of lifelong learning through workshops, certifications, and continuing education opportunities.

Promote Multiple Pathways: Highlight both four-year and shorter educational programs as viable options. Share success stories of individuals who have taken different routes to leadership roles.

Mentorship Programs: Develop mentorship and internship opportunities to provide hands-on training and real-world experience. These programs can serve as critical stepping stones for candidates pursuing alternative educational pathways.

Flexible Hiring Criteria: Adopt hiring practices that value work ethic, practical skills, and cultural fit as much as formal qualifications.

Affordable Education Options: Support initiatives like scholarships, industry partnerships, and affordable certification programs to make education more accessible.

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

I was recently engaged with a candidate, who was pursuing another opportunity less than three months after accepting another position. I cautioned the individual about the pitfalls and the perception from potential employers on “job hopping”. 

As we dug in a little deeper into the reasons why he wanted to leave his current employer, to my surprise nothing was related to compensation, career progression or responsibilities. It centered around a lack of respect from his supervisor, and how that trickled down throughout the staff.

When employees feel undervalued, dismissed, or disrespected, the highly interactive nature of the workplace magnifies these feelings, leading to frustration and dissatisfaction.

This issue is especially pronounced in golf course operations, where interpersonal dynamics play a vital role in day-to-day activities and the overall workplace experience.

The seasonal nature of golf courses often results in a mix of permanent staff and short-term hires. Temporary employees may feel undervalued or excluded, particularly if managers prioritize efficiency over workplace culture or fail to integrate new hires properly.

1. Traditional hierarchies and leadership styles
   Golf courses often operate under traditional management structures, where department heads oversee distinct teams. When communication is poor or feedback is delivered unprofessionally, employees can feel disrespected or overlooked, diminishing morale and trust in leadership.
2. High expectations for service delivery
   Golf course employees are expected to uphold impeccable standards in customer service and operations. However, when leadership or colleagues fail to mirror this professionalism internally, it creates a disconnect between expectations and reality, eroding the employee experience.
3. Inadequate onboarding and training
   Many golf course roles are fast-paced and require employees to “hit the ground running.” Without proper training or a culture of support and respect, new hires may feel underappreciated and disrespected, especially when mistakes occur.
4. Generational workplace expectations
   Younger generations entering the workforce prioritize respectful, inclusive, and supportive environments. Golf course operations that fail to align with these expectations risk alienating potential long-term employees and perpetuating high turnover rates.

A workplace culture that lacks respect can have wide-reaching consequences beyond employee satisfaction. High turnover disrupts team cohesion, increases recruitment costs, and reduces operational efficiency. Additionally, it damages the golf industry’s ability to attract and retain skilled talent, particularly in an era where employees have greater flexibility to pursue careers aligned with their values.

Solutions for Building a Respectful Workplace

To address this issue, golf course operators can implement strategies to foster respect and professionalism, including:

• Leadership training: Equip managers with the skills to communicate respectfully, provide constructive feedback, emotional intelligence and create a supportive work environment.
• Onboarding programs: Implement comprehensive onboarding processes that set clear expectations and demonstrate a commitment to employee success.
• Team building initiatives: Foster an inclusive and collaborative culture that values every employee, regardless of their role or tenure.
• Recognition and feedback systems: Develop systems to recognize employee contributions, provide ongoing feedback, and ensure employees feel heard and valued.

By prioritizing respect as a cornerstone of workplace culture, golf course operations can significantly reduce turnover, improve team cohesion, and position themselves as desirable employers in a competitive labor market.

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

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. 

Book a Talent Strategy Call