In 2024, hiring teams will focus more on skills vs. education. But which skills are the most in-demand? Based on my conversations with club management, leadership-based communication and emotional intelligence top the list. Professionalism is a close third.
Leadership-based communication
You don’t need to be in a leadership role to adopt leadership-based communication. At any level, it’s an important skill to have — and a career-advancing one too. Leadership-based communication includes and inspires your colleagues. It gains others’ trust, encourages collaboration and creates a positive environment. It includes active listening, empathy, and transparency.
Emotional intelligence
Emotional intelligence, or EQ, is your ability to understand and manage or respond to emotions, both your own and others’. People with high EQ tend to be good at building relationships, resolving conflicts, and motivating coworkers. A high EQ is also good for more selfish reasons. People with high emotional intelligence tend to be strong leaders and are more likely to be promoted. One study even showed that the higher your emotional intelligence, the higher your salary.
How do you measure your own EQ? Let’s use this assessment from the Predictive Index to start.
Professionalism
This should be a basic tool in every job seeker’s bag, but it’s often lacking. Infuse professionalism into every touchpoint you have with a potential employer: starting with your application. Because it’s such a rarity today, professionalism can be a key differentiator that helps you land the job. And it really isn’t that difficult. Find out how you can incorporate it into your job search in my new blog post, Is This Missing From Your Job Search?
Whether you’re looking to advance your career, level up your skills, or need career guidance , schedule a FREE Talent Strategy Call. We’ll help you navigate your next steps and path to achieve your goals.
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 200 professionals in executive and management-level positions throughout the United States.
Is This Missing From Your Job Search?
In today’s job market, there’s a secret sauce that can help you rise to the top.
Professionalism.
This should be elementary. However, in my experience, professionalism is sorely lacking among golf job seekers, even at the executive management level. What should be low-hanging fruit seems out of reach for many.
Here are four easy ways your professionalism can be a key differentiator that helps you land that job.
The first impression happens before you arrive at their door.
Long before you show up for your interview, your interviewers will have an opinion of you. It starts with your application. Ensure your cover letter and résumé are specific to the job, well-crafted and typo-free. Include all information and materials requested and follow the instructions for how to apply.
Now, take a look at your online presence. What does it say about you? Golf clubs increasingly use social media to gain insights into applicants. Your LinkedIn profile should be complete and current. Bonus points if you share quality golf-related content on it and engage with others’ posts. Your other social media profiles should also reflect positively on you. Clean up any content that doesn’t.
Every communication says something about you.
Give every communication with the club’s hiring team the same TLC you gave your application. Proofread messages before you hit send. Respond promptly and communicate only when necessary.
Soon after the interview, follow up with a note expressing your appreciation and reiterating your interest. It’s a nicety many job seekers skip, so this seemingly simple gesture makes a lasting impression. As the saying goes, common courtesy isn’t all that common.
Use the interview to walk your talk.
On interview day, show up prepared, well-groomed, and 15 minutes early. Smile, offer a firm handshake, and maintain eye contact. Be friendly and polite to everyone you meet.
Listen carefully during the interview, don’t interrupt, and give thoughtful, honest responses that demonstrate your expertise and integrity and show them you’ve taken the time to learn about their club. Never speak negatively about past employers. Nothing says “unprofessional” like a person who bad-mouths their last workplace.
Didn’t get the job? Don’t stop now.
If you don’t get the job, use it as an opportunity to demonstrate the true pro you are. Thank your interviewer again and ask them to keep you in mind should other suitable roles arise. Connect with them on LinkedIn, and nurture that connection by sharing useful content with them when relevant.
The golf industry is a small world. People talk. When you behave like a professional, your good reputation will precede you.
Our monthly email, Leadership Links, offers lots of advice like this for people navigating a career in golf. To get monthly tips and insights delivered to your inbox,sign up for our newsletter.
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 200 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 are based on our 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.
Negotiation can be tricky, never mind when it comes to your own salary. But a 2023 survey conducted by Pew Research showed that, when people asked for more, 66% of job seekers received a higher starting salary.
Asking can be daunting though. In the study, only 30% of people recalled asking for a higher salary the last time they were hired, so let’s explore how you can go into your negotiation feeling confident about asking.
Research industry standards
Before you do anything, research industry salary standards for the role you’re applying for. You can do this in a few ways — the more sources and people you consult, the more accurate a picture you’ll get.
After you’ve done your research, you’ll be ready to identify a salary range you’re comfortable with. What’s the minimum you will accept, and what’s your “stretch goal”?
Consider things like your current or previous salary, your experience, the role and its responsibilities, its market value and your cost of living. You might even think about how badly you want or need this job or how long the commute is. For your stretch goal, be optimistic but reasonable — you don’t want to price yourself out of the market.
Once you’ve established a range you’re happy with, discuss it with a colleague to ensure it makes sense from a more objective perspective.
But don’t reveal your number first
It can be awkward when an interviewer asks what your salary expectations are. We’ve all heard you shouldn’t give away your number first. If it’s lower than the employer’s, you might be leaving money on the table. If it’s higher, you could be pricing yourself out of consideration. With pay transparency in job ads gaining momentum, you might have an idea of the range, but it may still be too broad to be useful.
So how should you answer if asked what your salary expectation is? Your strategy will vary depending on the situation but could include:
Turning the question back on them and asking what their budget is.
Deflecting. If it’s too early to give an informed answer, it’s okay to deflect by saying you’d like to get a better sense of the role.
Salary is only one aspect of your compensation package. Other benefits and perks golf clubs offer may include health insurance, a retirement plan, vacation time, flexible work hours or course access and equipment discounts. These can add significant value to your overall package. So, if the base salary is lower than what you’d like, try to negotiate on the other elements to make up for it.
Prove your worth
If you’ve made it to the salary negotiation stage, you’ve proven your merit, but now’s not the time to get comfortable. Be prepared to articulate how you will contribute to the club’s success and bottom line. Share how you’ve made a difference in other jobs. Did you introduce a procedural change that resulted in lower operating costs? Have you helped golfers improve their game, maybe even go on to win tournaments? Quantifiable achievements make a strong case for a higher salary.
Practice your pitch
Practicing your delivery beforehand will build your confidence and ensure you’re ready for the actual conversation. Enlist the help of a friend or colleague to role-play the discussion. This can also help you anticipate potential objections from the employer and ensure you have answers for them.
Your starting salary is the anchor that future raises, bonuses and other perks will be tied to — it’s important to get it right. By doing your research, articulating your value and going in prepared and confident, you can maximize your earning potential. You got this!
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 100 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.
Traditional leadership structures often revolved around a top-down approach, where decision-making and guidance flowed from the top echelons. However, the modern organizational landscape paints a different picture.
Effective leadership is no longer restricted to the corner office. That potential exists at every level of an organization, waiting to be recognized, nurtured, and unleashed. It can emerge from the most unexpected places, and may not even be immediately obvious.
When you foster leadership in team members, you empower them to take ownership not just over their own position but the club’s success as a whole. Employees who feel valued and empowered are more likely to show initiative, take on leadership roles, and contribute new ideas that drive innovation.
So how can clubs identify and empower leaders at every level?
Look Beyond Traditional Leadership Roles
While traditional management positions may come with leadership responsibilities, they certainly aren’t the only ones who possess natural leadership qualities. It’s essential to look beyond these roles when identifying potential leaders within your organization.
Pay attention to team members who consistently demonstrate the skills and qualities of effective leaders.
Some key qualities to look out for include:
Strong communication skills
Proactive attitude and problem-solving abilities
Adaptability and flexibility
Team player mentality
A willingness to learn and grow
Provide Opportunities for Growth and Development
Leadership isn’t something that can be taught or learned from a textbook; it’s developed through experience. Providing employees with opportunities to take on new challenges, lead projects, and attend training programs or workshops will help them build their leadership skills.
Not only does this show employees that you value their potential, but it also allows them to gain practical experience and develop their leadership skills in a safe and supportive environment.
Additionally, offering feedback and guidance as they navigate these experiences can help shape and refine their leadership style.
Encourage Open Communication and Feedback
Effective leaders are not only great communicators; they also actively seek feedback from their team members. Create a culture of open communication where employees feel comfortable sharing their thoughts, ideas, and concerns.
Regularly soliciting feedback from team members can help identify potential leaders by highlighting those who excel at communicating, listening, and incorporating feedback into their work.
Encourage Mentorship and Collaboration
Mentorship programs are an excellent way to foster leadership development. Pairing experienced employees with newer ones allows for knowledge-sharing, skill-building, and relationship-building within the team. These programs don’t just benefit the mentee, mentors also have the opportunity to develop their own leadership skills by guiding and supporting others.
Promoting collaboration within the team also helps identify leadership potential. By encouraging teamwork and cross-functional projects, employees can develop their leadership skills while working alongside others who may have different perspectives and strengths.
Celebrate Employee Achievements
Recognizing and celebrating employees’ achievements is essential for fostering leadership at every level. This not only boosts morale but also shows employees that their efforts are valued and appreciated. Publicly acknowledging individual successes can inspire others to step into leadership roles and strive for similar recognition.
In conclusion, recognizing and empowering leadership at every level of an organization is crucial for building a strong, cohesive team and driving success. By looking beyond traditional positions, providing growth opportunities, encouraging open communication, promoting mentorship and collaboration,
Explore Employee Autonomy
Giving employees autonomy over their work can also uncover hidden leadership potential. When employees are given the freedom to make decisions and take ownership of projects, it allows for creativity, innovation, and a sense of ownership that fosters leadership qualities.
This trust and autonomy also show employees that their contributions are valued, leading to increased job satisfaction and retention.
Give employees an opportunity to show up in their own unique way, and you may be surprised by the leadership potential they possess.
Unlocking leadership potential across an organization is like discovering hidden treasures.
Recognizing leadership at every level, empowering emerging leaders, and fostering a culture of leadership all create a dynamic and innovative workplace.
As the golf industry continues to evolve, those who adapt and embrace the leadership potential within their organization will stand out as an employer of choice.
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 100 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.
Have you ever wondered, “Why is it so challenging for me to delegate?” As leaders of your respective clubs, you bear a substantial responsibility.
Your team relies on your guidance, goal-setting prowess, and constructive feedback, among other things. On top of these obligations, you must also manage your daily tasks and deliverables. Given your leadership role, it might be tempting to believe that you can conquer everything independently.
However, reality often necessitates seeking assistance.
Delegating can be a formidable struggle for managers at all levels. The reassuring news is that delegation is a skill that can be honed.
You might be grappling with questions such as:
What tasks should I delegate?
How do I know when it’s time to trust?
To whom should I charge?
Fret not, for these questions have straightforward answers. Below, you’ll find guidance on how to master the art of delegation effectively, enabling you to achieve your desired outcomes while alleviating unnecessary stress.
Recognize Your Limits
Just as you expect your team members to possess self-awareness and an understanding of their colleagues, demand the same of yourself. Astute leaders acknowledge both their strengths and limitations. Self-awareness empowers you to discern when delegation is warranted.
As a manager, the temptation to assume ownership of every task on your desk can be overwhelming. Nevertheless, it’s vital to acknowledge that you cannot handle everything.
Balancing a multitude of tasks can diminish your focus, which, in turn, compromises work quality.
To break this cycle:
Assess your strengths and weaknesses.
Identify areas where you excel and skills that set you apart from your team members.
Allocate tasks that align with your team’s capabilities and your position.
Time Is Limited
Time is a finite resource, and your working hours are no exception. When faced with a relentless clock, the quality of your work may diminish, deadlines can slip through the cracks, and reliability may waver. Worst of all, burnout could loom on the horizon.
When constructing your to-do list, realistically estimate the time required for each task. Then, factor in extra time for unforeseen challenges in managerial roles. If your calculated time investment stretches you to the brink of your working hours, it’s time to delegate.
Consider delegating tasks that can be completed by individuals earning a lower hourly rate than yours or your target hourly rate. Let’s say your annual salary is $100,000. In this case, think about delegating tasks you wouldn’t be willing to pay more than $50 per hour.
This strategy can help you allocate your time and energy more effectively, allowing you to concentrate on tasks with a higher value of $50 per hour or more. Investing in tasks with a lower value can be considered an inefficient use of your valuable time and energy.
Leverage Your Team’s Strengths
High-performing teams boast diverse strengths and interests. Capitalize on this diversity. By comprehending your team’s dynamics, you can assign tasks strategically.
The next crucial step involves choosing the right individual to whom you will entrust the task. Delegating a significant responsibility to someone who lacks the necessary capabilities can fail and lead to disappointment and frustration for both parties involved.
It’s important to note that the person you select can possess a different level of proficiency than you. Still, they should keep the requisite skills and experience to handle the delegated task competently. Therefore, exercise careful consideration when making your choice. Opting for the right person is in their best interest and aligns with your best interests.
Promote Employee Development
As a manager, you can also be a career coach. Effective delegation benefits not only you but also your entire team.
One of your primary responsibilities is to foster your team members’ growth, so why not do so in a way that benefits everyone? In your discussions about their development, inquire about their aspirations, desired skills, and areas of interest. Match their responses to tasks you can delegate. Invest time in mentoring your employees during one-on-one meetings and establish clear expectations for quality and timelines. This approach enhances both your team’s capabilities and engagement.
If you find yourself burdened by tasks you’d like to delegate but need team members with the necessary skills, take the initiative to rectify this. Offer training to one or more employees, equipping them with the expertise to operate at a higher level.
Remember, delegation need not be a source of apprehension or stress. Effective delegation is essential for your well-being and professional success and pivotal for your team members’ development and success. The more adept you become at delegation, the more efficiently you can focus on your core strength: managing.
Here is a list of 20 areas golf course superintendents could be delegating to their team members:
Staffing and Team Development:
Conducting employee performance evaluations.
Training new staff members on course maintenance procedures.
Organizing team-building activities for the team.
Delegating responsibilities for daily staff assignments.
Developing and implementing safety protocols and training.
Recruiting and Human Resources:
Assisting in the recruitment and hiring of new crew members.
Conducting initial interviews for potential hires.
Managing employee schedules and time tracking.
Overseeing employee benefits and payroll.
Attending job fairs and career events.
Environmental Stewardship:
Monitoring and ensuring compliance with environmental regulations.
Coordinating habitat restoration and wildlife management efforts.
Managing water conservation and irrigation efficiency initiatives.
Implementing and supervising waste reduction and recycling programs.
Technology Implementation:
Researching and recommending new technology solutions for course maintenance.
Overseeing the installation and maintenance of irrigation control systems.
Implementing GPS and GIS technology for course mapping and tracking.
Managing software applications for inventory and resource tracking.
Supervising the use of weather forecasting tools for course preparation.
Implementing digital communication systems for staff coordination
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 100 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.
In the ever-evolving talent landscape of the turf management industry, a pertinent question often surfaces in our consultation and search projects – what holds more weight, formal education or hands-on experience?
This question is not merely a matter of academic curiosity but a real-world dilemma employers and employees face. The nature of the job, industry demands, lack of industry-trained professionals, and specific organizational needs have tested this deeply rooted belief of education over experience.
Let’s be clear: there’s not a one-size-fits-all method but adaptability to the circumstances will be pertinent for YOUR situation. Employers often feel pressured to disqualify candidates immediately with no formal education because of industry norms or bias of their career pathway.
Given the lack of supply of talent, employers play a pivotal role in nurturing talent, recognizing the value of practical experience, and providing opportunities for continuous learning and career advancement. This shouldn’t be “a ha” moment for any employer or new innovative concept, establishing a structured, formalized development program should be a part of your talent strategy plan.
By adopting a holistic approach that values experience and promotes continuous learning and development, employers can unlock the full potential of individuals, contributing to personal growth and organizational success.
A real case study
Consider the case of a dedicated employee who has been developing their skills for multiple years. The individual has developed foundational competencies and are recognized by their team members as a top performer, a highly engaged and dedicated team member. Exhibiting exceptional employability skills in combination with a great work ethic, passion, and love for the game of golf, they recognize a barrier to advancement.
A formal degree in turfgrass management is prohibiting them from higher wages and responsibilities within the organization.
With a critical position opening in sight, the management team is in a quandary – to offer this high performer or open the position to external candidates with the hopes of someone with a formal education. The dilemma is the current club policy requires all assistant managers to have certification in turf management from an accredited university.
Instead of offering the position to the candidate, they built a formal plan to upskill, train the individual with advanced responsibilities, increase compensation through 90-day reviews, and also support payment towards the individual’s continued education through an online turfgrass management program.
Additionally, they were able to secure an individual with similar experience levels with a formal education. A win-win for both parties.
Education: A Foundation or a Facade?
Education, undoubtedly, lays a robust foundation. A formal degree or certificate in turf management offers a structured learning pathway, equipping individuals with theoretical knowledge and industry insights.
Right or wrong, it’s a ticket that often facilitates entry into the professional arena through enhanced networking, structured learning, recognized credentials, and credibility.
Executive and senior-level management positions in the turf industry require higher level education, whether a two-year certificate, associate’s, or bachelor’s degree. While this may not be needed for all golf facilities, it is the industry standard most adopted.
The traditional pathway toward higher education still holds substantive weight for all the right reasons. Still, in an industry underserved of educated individuals, employers, out of necessity, must look for alternative solutions to fill critical team and skill gaps.
However, does a formal education always guarantee the practical employability, teamwork, and problem-solving skills required? Not necessarily.
Experience: The Unsung Hero
As our team has evaluated in dozens of assistant manager searches, experience is the silent deal breaker. It doesn’t boast fancy certificates but speaks volumes through practical wisdom and hands-on proficiency.
An employee who has ‘been there and done that’ brings a wealth of rich and relevant knowledge to the table. They understand the existing team’s workflow, cultural nuances, and challenges.
All too often, we can identify talent, who doesn’t necessarily show on paper their qualifications, acumen or passion, but clearly rises to the top upon further examination and discussion.
A Balanced Approach
So, how does the industry navigate this crossroads? A balanced approach is the key.
Employers could consider adopting a more flexible stance, valuing experience and willingness to provide as much formal qualifications. Here are some other strategies to ensure you don’t fall into this trap.
Foster an environment where individuals are encouraged to bring new ideas and innovative solutions based on their practical experience. Ensure that the work environment is inclusive, where individuals are valued for their contributions, irrespective of their educational background.
Establish clear career pathways that allow for progression based on experience, skills, and performance. Conduct regular performance reviews to recognize individuals’ hard work and contributions, allowing them to advance in their careers. Reward individuals through performance-based bonuses or increased wages upon completion of external courses, workshops, or online certificates.
Support and facilitate enrollment in external courses, workshops, or online learning platforms to allow individuals to acquire formal knowledge and certifications like those offered by numerous turf programs in person or online.
Moreover, fostering a mentorship and on-the-job learning culture can also be immensely beneficial. It allows the experienced to impart practical wisdom and the newcomers to infuse fresh perspectives, creating a vibrant learning ecosystem.
Employers in the turf management industry, and indeed in various sectors, can adopt several of these strategies to support and leverage the skills of individuals who bring practical on-the-job experience but need formal education.
Author’s Note: Here is a link to a podcast I was on with the National Association of Landscape Professionals – podcast.
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 100 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.
How to Elevate the Role of Turf Equipment Managers
My gears were spinning after a recent podcast with Trent Manning, host of the Reel Turf Tech Podcast (view here).
The exodus of experienced turf equipment professionals to industries offering better pay, growth opportunities, and improved work-life balance is creating quite a stir within the golf industry. Much of our focus was on how turf equipment managers can enhance their career development skills, and how to mentor the next generation.
I realized shortly thereafter there was another key point we missed. The importance golf course superintedents play in elevating the role of their turf equipment managers.
Our team has taken on a dozen turf equipment searches over the last year, and anticipate this will continue as the demand increases. A consistent theme we hear from candidates is a lack of appreciation for the role.
Several issues contribute to the challenges faced by turf equipment managers including increased workload, physical demands, lack of recognition, perception of the career pathway, budget constraints, supply chain issues, lack of investment in equipment and technology, and not enough young students showing a career interest.
While the primary focus of the job revolves around maintaining top-notch equipment, sustainability, and environmental stewardship, golf course superintendents must constantly create awareness, support, and ongoing advocacy to elevate the role beyond the basics.
Here are some best practices to consider:
Create a supportive environment
First and foremost, creating an environment that recognizes and supports turf equipment managers is an absolute prerequisite.
To elevate the performance and position of turf equipment managers, one must create a culture of respect towards the role not only externally to key stakeholders, but starting with the internal staff.
Work hand in hand with your turf equipment manager to create key results and performance indicators that contribute to the overall reputation of the golf course, operation, and organization.
Clearly articulate the club’s vision
Communicate a clear understanding of the vision for the golf course and club.
Identify any skill gaps or areas where the turf equipment manager can enhance their contribution to align with the superintendent’s goals and the club’s vision.
Define strategic objectives and key performance indicators (KPIs) related to equipment maintenance and management.
Training and Skill Development
Offer training programs, workshops, and resources to help acquire new skills or improve existing ones. This could include equipment-specific training online, regional workshops, or continuing certification programs offered by the GCSAA. Don’t forget the role requires a significant amount of leadership, organizational, financial management, and administrative skill sets.
Stay at the forefront of technological advancements by engaging with local industry representatives, and other professionals, and frequently consult with leading experts to help incorporate innovative technologies to improve the performance of the equipment.
Encourage relevant certifications or qualifications in HVAC, electrical, plumbing, and carpentry to provide additional value across multiple departments.
Most importantly, and often overlooked, a great turf equipment manager reduces the risk of accidents or injuries, mitigating potential liability issues.
Provide them with a seat at the table
Foster a culture of open communication to help overcome challenges of financial constraints, weather impacts, or member expectations.
Include your turf equipment manager in daily management meetings and planning sessions, so they do not become frustrated by having to hear second-hand. When onboarding new employees, ensure your turf equipment manager has a role in the process, and can develop rapport immediately.
Regularly discuss equipment needs, challenges, and ideas. Collaboratively plan equipment maintenance schedules and initiatives, ensuring they align with the golf course’s overall maintenance plan.
This individual should play a key role in educating stakeholders to invest in sustainable equipment or overcoming financial limitations to maintain and upgrade machinery.
Share the Spotlight
Lastly, it is your responsibility to highlight their accomplishments at Green Committee meetings, club communications, and out on the golf course in front of golfers.
There may not be a bigger role within the club that impacts the bottom line more than the turf equipment manager. Whether it is preventative maintenance, cost controls, or keeping equipment operating at peak performance, the role enhances the club’s reputation and attractiveness to both members and guests.
The quality of the golfing experience depends on the dedicated professionals who maintain the equipment behind the scenes. It’s our responsibility to highlight them as a strategic partner, and not just a wrenchhead.
Invest in your turf equipment manager, otherwise, you’ll be doing more than grinding your gears!
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 100 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.
Whether scanning job listings or engaging in committee discussions, Golf IQ continues to be a hot topic, and plays a key role in the success of Golf Course Superintendents and their maintenance teams.
What does having a high Golf IQ mean?
It doesn’t require being a scratch player, or holding a YouTube degree in golf history, but deliberately comprehending the game and its synergy with maintenance practice lends credibility to your role.
Golf IQ, often referred to as “Golf Intelligence,” is a term used to describe a golfer’s or golf course management professional’s knowledge, understanding, and expertise related to the game of golf.
In essence, golf IQ is about having a well-rounded knowledge of all aspects of golf, from the technical aspects of playing the game to the broader context of golf course management and the culture of the sport.
To truly grasp golf, you must immerse yourself in it. Many Golf Course Superintendents kick-started their careers as youngsters, playing with their fathers or grandfathers, eventually transforming their passion into a profession. Revisit the footsteps of your younger self—the golfer within. This experience is priceless, enabling you to empathize with those who tread your turf.
Now, let’s dive into some strategies that will improve your golf IQ and, consequently, elevate your course management skills.
Engage with Golfers
Your golfers are your most valuable teachers. Connect with them, solicit their feedback, and heed their on-course experiences. Their insights will illuminate your maintenance decisions and elevate the overall golfing experience. Building these relationships will also provide opportunities for education and empathy. Share information, offer clarity, and provide comprehensive reports on maintenance practices to establish yourself as a trusted expert.
Play different courses with your members. Each course possesses its distinct personality, challenges, and beauty. This exposure will expand your perspective on golf course management and deepen your appreciation for the game’s diversity.
Network and Stay Informed
Forge connections with golf professionals, course architects, and industry experts. Engaging in conversations about course design, maintenance, and golfer preferences can be enlightening. Stay updated with podcasts dedicated to golf industry news, trends, and innovations. Keep abreast of advancements in course design, technology, and sustainability practices that can impact your role as a superintendent.
Understanding and upholding the Rules of Golf and adhering to proper golf etiquette are non-negotiable. It’s not just about keeping score; it’s about preserving the game’s integrity. Explore free instructional videos provided by USGA Course Consulting on YouTube and seek opportunities to learn from golf professionals through clinics or workshops.
Learn about golf course architecture
Knowledge of golf course architecture can assist superintendents to tailor maintenance practices to align with the course’s design and intended playing characteristics. They can prioritize maintenance efforts on areas that have the most impact on the course’s design and playability, ensuring a balanced approach to course upkeep.
When it’s time for course renovations or restorations, an understanding of golf course architecture is invaluable. Superintendents can work effectively with architects and construction teams to preserve the course’s original design while addressing modern playability and maintenance needs.
Whether reading books or listening to podcasts, there’s a wealth of information in this area to improve your knowledge base.
Invest in Your Staff
Above all, nurture a genuine love for golf for you and your team. The more you engage with the sport, the more your Golf IQ will naturally develop and trickle throughout the team. Your passion will radiate through the meticulous care and attention you dedicate to your course.
Provide golf lessons for your team, get them involved to volunteer at professional or amateur tournaments to gain a sense of high level conditioning. Witnessing the world’s finest golfers in action is magical, and it underscores the significance of the maintenance efforts required to create conditions that are truly world-class.
By immersing ourselves in the game, learning from players, and staying connected to the golfing community, you will enhance your Golf IQ and elevate your credibility
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 100 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.
In today’s digital age, a strong online presence is essential for any business or organization, including golf and country clubs.
LinkedIn, the professional networking platform, offers a unique opportunity for clubs to connect with potential employees, showcase their unique culture, and position themselves as employers of choice in the competitive industry.
Your LinkedIn Company Page serves as the digital face of your country club on the platform. It’s the first impression potential employees and members will have of your club, so it’s crucial to make it engaging and appealing.
Here’s how to create a powerful LinkedIn Company Page:
High-Quality Visuals
Start by choosing high-resolution images and graphics that showcase the beauty and unique features of your club. These visuals could include:
Stunning landscapes highlighting your club’s picturesque surroundings, whether it’s a lush golf course, serene lake, or elegant architecture. Use professional photographs that capture the essence of your club’s natural beauty.
Showcase your club’s amenities such as the clubhouse, tennis courts, swimming pool, dining areas, and event spaces. These images should be well-lit and emphasize the quality and comfort of your facilities.
If your club hosts events or activities, share photos of these experiences to give potential employees and members a taste of what to expect.
A number of facilities including Baltimore Country Club, Rehoboth Beach Country Club, Philadelphia Cricket Club and The Union League of Philadelphia have really set a strong foundation for many others. I encourage readers to bookmark their pages for future reference.
Comprehensive Company Description
Your company description is a critical component of your Company Page.
In a concise and engaging manner, describe your club’s history, mission, values, and what sets it apart from others in the industry. Highlight any awards, accolades, or unique selling points that make your country club special.
Ensure that your contact information, including your club’s physical address, phone number, and website URL, is up-to-date. This makes it easy for interested individuals to reach out or visit your club.
Consistent Engagement
Consistency is key on LinkedIn. Regularly update with fresh content. Share posts about upcoming events, special promotions, employee spotlights, or anything that reflects the vibrancy and activity at your club.
Showcase the accomplishments and experiences of your current employees. Share their testimonials, stories, and career progression within the club. Potential employees are often drawn to organizations where they can see the success of their peers.
Creating engaging content can help showcase your expertise, and attract your desired audience. Other additional ideas include course spotlights, membership benefits, event promotion, community involvement, sustainability initiatives, player testimonials, golf tips and techniques, behind-the-scenes, golf industry trends, community engagement, member spotlights and exclusive offers.
Encourage interaction by responding to comments on your posts and engaging in conversations related to the hospitality industry. Be responsive to inquiries from potential candidates and maintain a professional and approachable online presence.
Partner with local influencers or well-known personalities in the hospitality industry to promote your club. Their endorsement can increase your club’s credibility and reach a wider audience.
Celebrate milestones such as anniversaries, achievements or significant accomplishments by expressing gratitude for their contributions.
Encourage Follows and Engagement
Promote your LinkedIn Company Page through your other digital channels, such as your club’s website, newsletters, and other social media platforms. Encourage current employees and members to follow and engage with your page, as their interactions can expand your reach.
Encourage your current employees to refer potential candidates from their LinkedIn networks. Offering incentives for successful referrals can be an effective way to attract quality talent. Employee involvement can help amplify your message and attract like-minded individuals who resonate with your club’s culture.
Keep in consideration, over 22,000 people with job titles as golf course superintendents and assistant golf course superintendents have active profiles on LinkedIn.
Your LinkedIn Company Page can be a simple and strategic way to a wider audience, attracting top talent, and cementing its status as a standout player in the golf and turfgrass industry.
By following these steps and maintaining a consistent and engaging online presence, your club can thrive in the digital landscape.
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 100 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.
How to Integrate DEI into Your Recruitment Process
In the modern club, operational excellence extends far beyond pristine fairways and luxurious clubhouse amenities. In recent years, diversity, equity and inclusion (DEI) best practices have emerged as critical drivers of success. No longer a buzzword, DEI is a driving force behind innovation, creativity, and resilience with teams. Recruiting and hiring a diverse team offers a kaleidoscope of perspectives that transcend the fairways.
By welcoming varied viewpoints, clubs can enhance member experiences, foster innovative approaches, and align themselves with the broader demographic shifts in the golfing community. The golf industry’s expansion hinges on embracing diversity as a competitive advantage, allowing clubs to tap into wider audiences and usher in expansive growth.
An authentic commitment to diversity begins right from the hiring phase. Actively seeking diverse talent and recalibrating recruitment strategies can be further bolstered by forging educational partnerships to discover hidden talents. Everyone in club leadership–spanning from Board Members to General Managers and Superintendents–play a pivotal role in setting the overarching tone and ensuring that every corridor of the club resonates with acceptance and inclusivity.
Transformation is an ongoing journey, and continuing education is its backbone. Regular workshops and training sessions can bring issues of diversity and unconscious biases to the forefront. By equipping HR Managers with the necessary tools and training, clubs can safeguard a harmonious and inclusive atmosphere.
Every team member, regardless of their background, plays a vital role in the success of the club. Acknowledging these individual contributions is more than just a kind gesture–it’s an affirmation of the club’s ethos. Celebrating diverse achievements can promote unity and drive collective growth.
Clubs that embody inclusivity offer a true reflection of the vibrant world outside their gates, standing as models of adaptability and resilience. Our mission is to guide you in aligning excellence with diversity in order to pave the way for a brighter, more inclusive future in the golf industry.
Here is how you can take DEI into consideration during the recruitment process:
Broaden your horizons: Cast a wide net. Ditch traditional recruitment avenues and explore diverse job boards, minority-focused career fairs, and partnerships with institutions serving diverse populations.
Write inclusive job descriptions: Emphasize your club’s commitment to inclusivity and ensure that job descriptions are gender-neutral and free from jargon that may deter diverse applicants.
Conduct bias-free interviews: Invest in training for interviewers to recognize and counteract unconscious biases and stereotypes. Implement diverse interview panels to ensure a variety of perspectives are represented.
Offer flexibility: Recognize that a one-size-fits-all approach doesn’t cater to everyone’s needs. Whether it’s flexible working hours, time off for religious holidays, or offering parental leave, be sure that your policies accommodate diverse lifestyles.
Create a welcoming environment: Beyond recruitment, your workplace culture should welcome and support diversity. Regularly check in with staff, solicit feedback, and be willing to make the necessary adjustments.
Promote personal growth: Highlight avenues for growth within your club or organization. Show diverse employees a future where their contributions are valued, and advancement is a tangible reality.
In Wisconsin, golf course maintenance departments provide full-time and seasonal work for a diverse workforce across the state. Talent acquisition is conducted through collaborating with local municipalities, school systems, workforce development boards, and community programs. We helped the Wisconsin GCSAA create a Labor and Staffing BMP to establish practices to encourage DEI initiatives. To learn more, please visit here.
While the path to true inclusivity may be challenging, a commitment to DEI isn’t just the right thing to do; it’s smart business. Such a commitment sets clubs distinctly apart, ensuring that they remain relevant, progressive, and at the forefront of industry excellence.
I encourage you to dive in, reflect and take actionable steps towards DEI. Let’s lead beyond the grounds and create club cultures where every individual can thrive.
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 100 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.
