Every January, the coaching carousel starts to spin.

As a diehard Penn State fan and State College native, I watched it up close this year. The speculation. The rumors. The waiting. And then—the recruits started decommitting.

That’s when the real frustration set in.

The search dragged on longer than anyone expected. Every day without a decision was another day of uncertainty. Fans were restless. The message boards were on fire. And while the committee deliberated, the program was losing ground in real-time.

When Matt Campbell was finally announced, the reaction was mixed but pragmatic. Relief that direction was restored. Frustration that it took so long. Most of the negativity wasn’t aimed at Campbell—it was aimed at the process.

Here’s the thing: the hire was credible. Stabilizing. It stopped the bleeding and restored credibility.

But the damage from the search itself? That had already been done.

And that’s when it hit me: this is exactly what happens at private clubs.

Every year, clubs enter their own version of “search season.” A superintendent leaves—or is pushed out—and suddenly the GM, the board, and the green chair are scrambling. Opinions fly. Timelines slip. And while the search committee debates what they’re looking for, the best candidates move on to other opportunities.

Sound familiar?

Because just like college programs, clubs don’t rise and fall on facilities alone. They rise and fall on leadership.

One thing is clear:

The clubs that win aren’t the ones with the biggest budgets or the flashiest job postings. They’re the ones who get aligned—before the search even starts.

Here are the four critical areas where alignment matters most.

1. Expectations

Most clubs don’t have an expectations problem. They have a comparison problem.

Here’s what I see all the time: A board member plays a member-guest at a top-tier club, comes home, and asks why their course doesn’t look like that. The green chair agrees. The complaints pile up. And the superintendent is left defending conditions against a standard that was never realistic in the first place.

Here’s the hard truth: You can’t judge your course against a club you visited once. You need to judge it against your true peers—clubs with similar budgets, similar member demographics, and similar regional challenges.

Before you start a search, get aligned on this question: Who are we actually competing with?

If your expectations don’t match your budget and your market, no hire – no matter how talented – will ever feel like enough.

2. Budget

I see this constantly: A $5M club offers compensation expecting to attract candidates from $8M operations – and wonders why the search stalls.

The math doesn’t lie. Your compensation signals the caliber of candidate you’ll attract. If your pay doesn’t match your expectations, you’ll end up hiring someone from a different demographic—someone who may be talented but is in over their head at your level of operation.

And the consequences show up fast: a constant learning curve, performance gaps, and the same search conversation happening again in 18-24 months.

Before you post the job, ask this question: Does our compensation match the club we say we want to be?

If you’re expecting top-tier results on a mid-tier budget, you’re not running a search. You’re setting up your next superintendent to fail.

3. Culture

Skills get someone hired. Culture determines whether they last.

I’ve seen technically excellent superintendents flame out because they weren’t prepared for the environment they walked into. They stayed in the shop when the club expected them on the course. They waited to be asked instead of proactively updating the GM. They’d never navigated committee politics—and it showed in their first board meeting.

Here’s the problem: candidates don’t know what they don’t know. A superintendent coming from a smaller operation may have never presented a capital plan, never managed green committee expectations, never been the face of agronomy to a demanding membership.

That’s not a character flaw. It’s an exposure gap. And it’s the club’s job to identify it before the hire – not after.

Before you start the search, get aligned on this question: What does leadership look like at OUR club?

Do you need a communicator or a technician? A visible presence or a behind-the-scenes operator? Someone who can manage up—or someone who just needs to manage turf?

If you don’t define culture fit before the search, you’ll discover the mismatch after it’s too late.

4. Gaps

Every club has gaps. The question is whether you’re honest about them before the search – or whether your new superintendent discovers them on day one.

I’ve seen it too many times: A superintendent arrives, walks the property, and realizes the irrigation system is 20 years old, the equipment fleet is held together with duct tape, and the maintenance facility hasn’t been updated since the Clinton administration. The job they accepted isn’t the job they got.

And here’s what happens next: Capital requests that blindside the board. Agronomic issues that take years to correct. A superintendent who burns out trying to meet expectations with infrastructure that can’t support them. Turnover in 24 months – and another search.

The hard truth? Clubs often don’t realize the level of inputs they’ll need to put in before they can expect outputs.

Before you start the search, get brutally honest about this question: What are we actually handing the next superintendent?

Deferred maintenance. Staffing shortfalls. Aging equipment. Irrigation headaches. If you don’t name the gaps upfront, you’re not hiring a superintendent—you’re hiring a scapegoat.

The Bottom Line

The Matt Campbell hire worked—not because he was the flashiest name, but because he was the right fit. Credible. Stabilizing. A foundation to rebuild on.

Your next superintendent hire can work the same way. But only if you do the work before the search starts.

Get aligned on expectations. Make sure your budget matches your ambitions. Define what leadership looks like at your club. And be honest about the gaps you’re handing over.

The clubs that win searches aren’t the ones with the biggest budgets or the most prestigious names. They’re the ones who know exactly what they’re looking for—and why.

Search season is here. The question is: Are you ready for it?

From the team at Bloom Golf Partners

Millennials and Gen Z now make up the majority of the workforce at clubs and golf facilities—and they’re reshaping what “a good job” looks like. Our latest national research confirms what many leaders feel on the ground: flexibility, growth, and belonging are no longer perks; they’re baseline expectations that drive both attraction and retention.

Across roles—from shop attendant to superintendent to GM—flexibility has moved from “nice to have” to “must have.” Both generations value control over when and how they work, and Gen Z is notably more likely to leave if they lack control over their schedule or can’t continue their education. If you’re rigid with shifts or slow to accommodate school, caregiving, or commute realities, you’ll hemorrhage promising talent.

Pay matters (more on that below), but culture keeps them. A disrespectful manager is the #1 reason people leave after the first 90 days—an expensive hit to morale and operations. Train managers on communication, coaching, and accountability; your first-line leaders are your retention engine.

Gen Z and Millennials rank an annual salary increase among their top motivators to apply or accept a job. Combine that with transparent pay bands, bonus opportunities tied to outcomes, and early eligibility for benefits (health insurance and PTO) to reduce first-year turnover. Consider the signal value of pay progression: it proves your club offers a career, not just a seasonal role.

What wins? A visible training pathway that leads to certifications, advancement, and more responsibility. Gen Z in particular wants soft-skills development (communication, leadership, customer service) alongside technical training. Map the first 24 months for each role: onboarding, milestones, certifications, and pay steps. Make the path real, time-bound, and celebrated.

You don’t need to boil the ocean—just align with what these cohorts value most:

• Transparent compensation – performance-based incentives + pay progression
  
• Flexible scheduling (swaps, compressed weeks, exam weeks)
  
• Education support (tuition or certification reimbursement; study time during slower periods)
  
• Well-being (access to mental-health resources)
  
• Childcare support where feasible (stipends, partnerships)
  These targeted benefits punch above their cost because they speak to real life, not optics.

A majority of workers believe most golf roles don’t require a college degree, and 60% see golf as a stable career—yet outdated perceptions (seasonal, limited growth) still suppress interest. 

Five quick wins for clubs this season

1. Post pay ranges and pathways on every job ad.
   
2. Pilot flex: offer two alternative shift patterns in at least one department.
   
3. Manager micro-training: 30-minute monthly sessions on feedback and recognition.
   
4. Education credits: small, fast-tracked reimbursements for relevant courses or licenses.
   
5. On-ramp mentorship: pair every new hire with a peer mentor for the first 60 days.

These moves directly address what Millennials and Gen Z value—and they’re feasible at any club size.

Book a FREE Talent Strategy Call to learn how leading clubs are aligning culture with strategy—and see how your operations can get there too.

From the team at Bloom Golf Partners

Competition for top talent is fierce. Compensation and benefits will always be factors, but the clubs that consistently win in recruitment understand something deeper: culture is the true differentiator. When candidates evaluate opportunities, they’re not just looking for a paycheck—they’re looking for alignment with values, lifestyle, and purpose.

Embedding your club’s culture into every step of the recruitment journey, from the moment a job is posted to the first day on the job, ensures not only stronger hires but also longer-term retention. Here’s how clubs can make culture a cornerstone of their search process.

A job description should be more than a list of duties—it should be a reflection of your club’s identity. Too often, clubs copy-paste generic postings that fail to capture what makes their culture distinct.

Instead, think of the job post as the first impression of your brand. Highlight not only the responsibilities but also the values and traditions of your club. What does “member experience” mean at your club? How does the staff collaborate and celebrate successes? What kind of professional thrives in your environment?

For example, rather than simply saying, “We are seeking a Director of Agronomy who will oversee all golf operations,” consider, “We are seeking a Director of Agronomy who shares our passion for creating memorable moments, values a collaborative team culture, and thrives in an environment where innovation and tradition are both celebrated.”

When candidates see themselves reflected in your story, you’ve already begun building cultural alignment.

Interviews are not just for assessing skills—they are opportunities to showcase your club’s personality. Every interaction, from the tone of your emails to the professionalism of the scheduling process, communicates what it’s like to work at your club.

Go beyond standard questions. Ask candidates about how they’ve embraced organizational culture in the past, how they’ve built teams, or how they’ve navigated challenges while staying true to values. Encourage conversations about your club’s mission and long-term vision.

Equally important, let candidates see your culture firsthand. A tour of the facilities, a brief introduction to key staff, or even observing member interactions can paint a vivid picture. Candidates often remember how a club “felt” more than what was said in the interview room.

Many clubs invest significant energy into recruiting but miss a crucial step: reinforcing culture during onboarding. The first 90 days are where new hires decide whether they truly belong.

Clubs can set the tone by creating an intentional onboarding program that introduces not just operations but also people and traditions. Schedule coffee chats with department heads, provide a cultural “playbook” that outlines core values, and share stories about how those values are lived out day-to-day.

Consider pairing new hires with cultural ambassadors—seasoned staff members who exemplify the club’s values and can model expectations. This personal touch builds trust and accelerates integration.

When culture is embedded throughout the recruitment journey, clubs see measurable results: lower turnover, higher employee engagement, and stronger alignment between staff and membership expectations.

It’s no longer enough to hire for technical expertise alone. Private clubs thrive when leaders and staff embody the values that make their club unique. Candidates who feel connected to the culture from the start are more likely to stay, grow, and contribute to a positive workplace environment.

The recruitment process is not a transactional exchange—it’s the beginning of a relationship. By weaving culture into every step, from job posting to first-day onboarding, private clubs can position themselves as employers of choice in a competitive landscape.

At Bloom Golf Partners, we believe the best recruitment outcomes happen when culture and strategy align. The right candidate isn’t just qualified on paper—they are the person who fits seamlessly into the story your club is telling.

Book a FREE Talent Strategy Call to learn how leading clubs are aligning culture with strategy—and see how your operations can get there too.

From the team at Bloom Golf Partners

Every club talks about raising the bar. Few talk about raising the floor.

That difference defines whether an operation is chasing greatness or sustaining it.

At Bloom Golf Partners, we’ve seen this across hundreds of clubs: the ones that achieve long-term excellence aren’t just defined by talent or budget — they’re defined by consistency. 

Their floor is higher than most clubs’ ceiling.

The best superintendents don’t just chase high standards—they redefine what “average” looks like. That’s what it means to raise your floor.

In most clubs, everyone talks about the ceiling. The ceiling is the pursuit of perfection: lightning-fast greens, flawless bunker sand, new equipment, or that next major renovation. 

But the true difference-makers focus first on the floor—the baseline level of performance they will never dip below. They build systems, people, and habits that ensure operational excellence even on the toughest days, when weather, labor, or budgets aren’t cooperating.

The best leaders in agronomy start by asking harder questions. 

What is our true minimum standard, and are we living it every day? 

What distractions or legacy habits are pulling us below it? 

What needs to stop—not what needs to be added—to simplify our operation and deliver more consistently?

When a superintendent raises their floor, firefighting turns into foresight. They move from reacting to conditions to proactively shaping them. They stop accepting mediocrity disguised as “seasonal challenges.” They create a department that runs above standard regardless of external pressures.

Great superintendents have learned that clarity beats activity. They don’t equate being busy with being effective. They strip away everything that doesn’t connect directly to course conditioning, playability, and people development. The weekly meeting agendas get shorter, not longer. Reporting gets smarter, not thicker. Every initiative ties back to one of three outcomes—better turf, better people, or better experiences.

This kind of simplification isn’t about doing less—it’s about doing the right things more often. Fewer moving parts, tighter systems, and cleaner communication create a rhythm of predictability. That rhythm, repeated over time, compounds into excellence.

Too many superintendents try to raise their ceiling by rebuilding when they just need to sharpen the blade. Raising your floor is about precision, not overhaul.

The most elite superintendents don’t think about the future as something far off—they operate from it. They define exactly what success looks like three years out and begin making every decision through that lens today. They plan their budgets, staffing models, and infrastructure improvements not as isolated line items, but as pieces of a larger, strategic vision. They know that if they wait to plan for the future, they’ll always be catching up to it.

That future-first mindset reshapes how they communicate. When the superintendent operates from the future, their Green Chair and General Manager begin thinking that way too. Budget conversations become less about justification and more about investment. The relationship evolves from “maintenance” to “stewardship.”

But raising the floor doesn’t come from one person—it’s cultural. The best superintendents multiply leadership. They give their assistants, equipment managers, and foremen real authority within clear boundaries. They coach instead of control. They set expectations but give freedom in how those outcomes are achieved. A raised floor happens when every team member knows their role, feels trusted, and is held accountable to the same standards of excellence.

This is also where measurement matters. Great superintendents know that what gets measured gets improved. They track labor efficiency, equipment readiness, staff development, playability metrics, and member satisfaction—not for reports, but for learning. They look for trends, not one-offs. They use data to anticipate problems instead of reacting to them.

When a superintendent raises their floor, everything in the organization changes. The conversation with the Green Committee shifts from survival to strategy. Planning becomes proactive. Budgets become living documents rather than once-a-year fire drills. The team works with purpose, not panic. 

And the membership starts to notice something deeper than conditioning—they feel the confidence, and professionalism of a world-class operation.

If you want to seriously raise your floor, reflect on these questions:

• What am I tolerating today that I wouldn’t accept in a top-tier operation?
• If my operation ran at 80 percent efficiency without me for two weeks, what would break first?
• What can I stop doing that doesn’t move the needle on conditioning, playability, or people?

Our work with clubs, committees, and superintendents is centered around creating alignment, clarity, and leadership systems that produce lasting performance — both on the course and in the culture.

If you are ready to raise your floor, let’s start the conversation.

Book a FREE Talent Strategy Call to learn how leading clubs are aligning culture with strategy—and see how your operations can get there too.

From the team at Bloom Golf Partners

By Meredith Otero, Director of Marketing, Bloom Golf Partners

For decades, conversations around women in the golf industry have centered on the idea of “breaking the glass ceiling.” It’s a powerful image, but it also implies that success is rare, that women must push through something invisible yet impenetrable to make it to the top.

The truth is, most women in golf aren’t trying to shatter anything. They’re trying to build something: better systems, stronger teams, and more inclusive workplaces. The real opportunity for progress lies not only in putting women in the highest roles but in building a more supportive foundation at every level of the industry.

Where My Story Started

When I graduated college, I didn’t have a clear career plan ahead of me. My first “real” job was at the front desk of a private golf club — answering phones, greeting members, and soaking up everything I could about an industry I barely knew.

Within a few months, I was hooked. Golf wasn’t just a game; it was a community, and I loved being part of the engine that made that community run. I was fortunate to work alongside an incredible mentor early on, an extremely intelligent, driven woman with deep roots across several sectors of the golf industry, and someone who saw potential in me long before I saw it in myself.

With her guidance, I moved into membership and communications, learning that every interaction, including every event, every conversation, and every follow-up, could strengthen or weaken a member’s sense of belonging. Those lessons gave me the confidence to step into two Director roles over the next eight years, first in Membership Sales, then in Marketing, Communications, and Event Planning, positions I never would’ve envisioned for myself when I first sat behind that front desk.

Eventually, I took a step back to start a family, but that decision didn’t pull me out of the industry. It redirected me toward the work I do now: helping clubs and professionals build stronger systems, better communication, and more intentional cultures through the services Bloom Golf Partners has to offer.

What I’ve Learned Along the Way

Looking back, what stands out most isn’t the ceiling I had to break through, it’s the foundation that was built underneath me. A supportive mentor. Leaders who listened. A culture that valued ideas over titles. That’s what made advancement possible, and it’s the kind of support so many women in golf still hope to find in their corner.

When we talk about “women in leadership,” we often spotlight the outliers: the first female superintendent, the first woman GM, the one who made it through. But progress doesn’t only happen at the top. It happens in the middle – in the quiet spaces where women are building skills, growing confidence, and influencing culture every day.

The middle is where clubs are made stronger. It’s where women develop the operational insight, communication skills, and emotional intelligence that shape the member experience.

What We Heard in the Women in Golf Series

Through our Leadership on the Links Women in Golf podcast series at Bloom Golf Partners, we’ve had the privilege of hearing dozens of women share their stories, from those just starting out to those leading at the highest levels of the industry. Despite their different paths, a common thread emerged: almost no one “planned” their way into golf.

Many fell into it by accident, whether it was a summer job, an internship, or a mentor who saw potential they hadn’t considered. That alone points to the challenge: for too long, golf hasn’t presented itself as a visible or viable career path for women. The path exists, but it’s narrow, unclear, and often discovered by chance.

If the industry wants to attract and retain more women, we can’t just focus on helping them rise, we have to make it easier to start. That means better visibility into golf careers early on, from marketing and HR to agronomy and operations, and investing in mentorship and sponsorship programs that provide guidance and advocacy at every level.

Building Better Foundations

The clubs that are thriving today aren’t waiting for ceilings to break. They’re intentionally building better foundations, creating environments where women see long-term careers, not just short-term jobs. They’re rethinking hiring practices, reviewing pay equity, and celebrating contributions across departments, not just from the GM’s chair.

Every club has a choice: build a culture where talent must fight to be seen, or one where potential is cultivated early and often.

Looking Forward

If you had told me 15 years ago that a front desk job would lead me to a career in golf, I probably would’ve laughed. But that’s the beauty of this industry… the people who stay, stay because they care deeply about what they’re building.

For me, it’s no longer about breaking through. It’s about helping others see what’s possible when the foundation is strong, when we create space for more women to grow, lead, and thrive in golf careers they didn’t even know existed.

Because when that happens, it’s not just the ceiling that shifts, it’s the entire structure of the industry.

Book a FREE Talent Strategy Call to learn how leading clubs are aligning culture with strategy—and see how your operations can get there too.

From the team at Bloom Golf Partners

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About the Author

Meredith Otero leads the strategic marketing efforts for Bloom Golf Partners, as well as, providing marketing support for golf and country clubs and industry professionals to strengthen their brand, culture, and communication strategies. With over a decade of experience in membership, marketing, and operations, Meredith brings a deep understanding of what drives engagement inside the walls of a club, and what connects people to the game beyond them.

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. 

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The endless conversation around technology and automation is now hitting the boardrooms and search projects. Maintenance teams are under pressure: rising member expectations, shrinking budgets, unpredictable weather, and a tightening labor market.

Most clubs respond in one of two ways:

• They chase every shiny new object without strategy.
• Or they resist change altogether.

Both approaches lead to the same result: wasted resources, missed opportunities, and stagnation.

Clubs are spending thousands on sensors, software, and equipment upgrades—tools that are valuable for making smarter decisions. But here’s the truth: the real innovation engine isn’t in the tech. It’s in the people you already have.

This summer, the most forward-thinking ideas we saw didn’t come from a cloud-based platform. They came from:

• Interns asking, “Why do we do it this way?”
• Assistants spotting turf patterns hidden in data
• Equipment managers dialing in quality of cut
• First-year staff bringing digital instincts and fresh eyes

Innovation is not about technology—it’s about culture.

A culture where ideas move up, not just down. Innovation isn’t just about what you adopt—it’s how you integrate it across the operation.

If you want to attract and keep top talent in turf, build that culture:

• Let your team test something small every month
• Ask them what they’d automate, improve, or eliminate
• Celebrate experiments—even the ones that don’t work
• Engage them into forward thinking individuals

The future of this industry will absolutely include drone imagery, soil mapping, moisture meters, and AI-driven tools. But the real leverage comes when curiosity, connection, and contribution are part of your team’s DNA.

Engage with GCSAA, USGA, and your local chapters. Partner with your local universities to host research trials. Leverage data, pilot new tools, and integrate what works into daily operations. But always from the foundation of a bottom-up culture.

It’ll come from the person on your team who’s trusted enough to think differently.

Looking to hear best practices around innovation and leading operations? Sign up for a FREE Talent Strategy Call to learn how to take your operations to the next level.

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About The Author

Tyler Bloom is the leading expert on workforce development in the golf and private club industry. He has worked with hundreds of leading golf and private clubs in the United States including The PGA of America, Top 100 golf courses, public, municipal to professional sports teams, universities, and national historic landmarks.

As a talent management and consultation executive, he leverages deep relationships locally, regionally, and nationally to help businesses secure and develop premier talent.

His insights have been featured by Golf Digest, USGA, Boardroom Magazine, Club+Resorts, GCSAA, SFMA, PGA of America, CMAA, and British International Greenskeepers Association.

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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

Over the last several years—and especially in the past few months—I’ve been asked a recurring question by candidates and industry peers alike:

“Does volunteer leadership actually matter when it comes to landing top jobs?”

It’s a fair question. In a business where agronomics and course conditioning have long been the measuring stick, many wonder where volunteerism fits in today’s performance-driven, brand-conscious, and capital-intensive private club landscape.

After leading dozens of executive-level searches, here’s my answer: it’s not about padding your résumé. It’s not about chasing titles or optics. It’s about something far more powerful: proving you’re ready for executive-level responsibility.

Two years ago, I sat in the office of a former GCSAA president and discussed this very topic—do search committees value it? At the time, I wasn’t fully convinced. But today, I’ve seen the proof firsthand. In multiple recent searches, the deciding factor between “qualified” and “undeniable” often comes down to leadership outside the ropes.

Recently, I worked with finalists for a top role—all presidents of their local GCSAA chapters. And one candidate in particular stood out—not just for managing top course conditions and capital projects, or running a best-in-class communication platform—but for consistently showing up on behalf of the profession. His work in BMP development, advocacy on Capitol Hill, and chapter leadership made it clear: this wasn’t résumé fluff. It was executive behavior in action.

Volunteer leadership reveals what a résumé can’t:

• A servant-leader mindset rooted in collaboration and contribution
• Fluency in boardroom dynamics and consensus-building
• An ability to think and act beyond their own property
• Emotional intelligence—quiet consistency, not loud self-promotion
• A dedication to their craft and profession

And that’s exactly what clubs are hiring for today. The modern Director of Agronomy, COO, or GM isn’t just maintaining standards—they’re shaping vision, managing stakeholder expectations, and representing the brand.

Volunteer roles, when done with intention, serve as the proving ground for these skills. They’re where professionals learn to navigate politics, influence peers, and lead without formal authority. That’s not extracurricular—it’s executive-level preparation.

Clubs demand more today:

• Strategic foresight
• Effective member communication
• Cross-functional leadership
• Cultural influence and staff development

Volunteer leaders are often already performing in these arenas. They’ve rallied support, presented to skeptical rooms, and led initiatives that required buy-in—not just execution.

My advice to professionals? Be intentional. Pick roles that stretch you, introduce you to decision-makers, and expose you to the challenges you’ll face in the boardroom.

My advice to hiring committees? Ask the deeper questions. Who has served the profession? Who’s led peers? Who’s been trusted to represent something bigger than themselves? These are the candidates who show up ready—ready to lead your team, navigate your board, and steward your club’s long-term future.

Whether you’re a club ready to elevate performance or a professional ready to lead at the next level, we bring unmatched insight, industry relationships, and strategic alignment to every search.

Let’s build something exceptional. Set up a free Talent Strategy Call to start your leadership journey.

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About The Author

Tyler Bloom is the leading expert on workforce development in the golf and private club industry. He has worked with hundreds of leading golf and private clubs in the United States including The PGA of America, Top 100 golf courses, public, municipal to professional sports teams, universities, and national historic landmarks.

As a talent management and consultation executive, he leverages deep relationships locally, regionally, and nationally to help businesses secure and develop premier talent.

His insights have been featured by Golf Digest, USGA, Boardroom Magazine, Club+Resorts, GCSAA, SFMA, PGA of America, CMAA, and British International Greenskeepers Association.

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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. 

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In a recent conversation with Tyler, he half-jokingly asked why it seems like every department—even housekeeping—gets more face time with the board than the superintendent. It made me pause. Beneath the humor was a serious point worth considering.

A distinguishing factor about private clubs is that they really care about their image. That is what makes them who they are, how they stay private. It’s in each Club’s DNA – what sets them apart from the others. Exclusivity is important to private club members. They allow other people to become members when those people fit the Club’s image, which in turn is aligned with their own personal brand.

Clubhouse staff are well aware of what their club’s image is, whether that is beachy-chic, buttoned-up, or family friendly. The staff within the clubhouse (including the servers, bartenders and housekeeping staff) are trained on who the club members are, how they want to be addressed, what behavior they expect from each other and the staff.

On the other hand, superintendents are not trained on these nuances. Superintendents historically do not spend time in the clubhouse. They are not trained to have a hospitality mindset, do not dress in suit jackets and dress pants, and they don’t interact with members regularly since they are not a revenue generating department.

The good news? It’s all about perception and presentation! Superintendents are capable of changing the way they are seen by the members, and developing more relationships within the club easily with a few simple steps.

1. Be seen in the Clubhouse: Visit the Clubhouse regularly, drop by to see the GM, AGM, HR, Finance, F&B, etc. Build those relationships. Say hello to the members you see when walking through. 
2. Dress the Part: Every club is structured differently, but if there is a committee meeting or presentation, dress professionally. Invest in a couple pieces of good quality, well-fitting items to wear for these times. 
3. Know the Business: Be able to speak to not only the grounds department’s budget, but the entirety of the business. Understand the membership dues structure, F&B cost vs revenue strategies, long term strategic plans, etc.
4. Practice presentation skills: There will be a time that the finance committee wants to know if it makes more sense to buy or lease a piece of equipment, if there will be a master plan to vote on, or if a town hall will be called for the membership to listen to status updates on a golf course project. It is important to be able to stand in front of the membership and confidently speak (while of course dressing the part and making eye contact).
5. Be in the Room: When there is a meeting that is relevant to the golf course, ask to be in the room. Or, depending on the culture of the club, just show up. When you are in the room, most people will assume you have a reason to be and that you belong there. 

Perception is vital, and that extends beyond the clubhouse walls. For superintendents, bridging the gap between course management and member engagement is essential. Stepping up their professionalism, hospitality, and a deep understanding of the broader club business, superintendents can elevate their visibility, build stronger relationships with members and leadership, and reinforce their vital role in the club’s success.

Remember, it’s not about changing who you are, it’s about presenting the full value you bring to the club, confidently and consistently.

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About The Author

Rachel Ridgeway, SHRM-CP is a search executive & HR consultant at Bloom Golf Partners.

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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. 

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A candidate recently joined a Zoom interview and, right away, apologized. Not how most interviews begin—but it caught my attention.

He explained he was in his garage intentionally. Behind him, racks of tools and equipment framed the shot. He wanted to show that being a mechanic wasn’t just his job—it was a way of life. The message was clear before we even got to the questions. He’d thought it through. That kind of preparation and intentionality? Bonus points from the start.

Contrast that with another candidate later in the week who logged on for his initial interview shirtless—just a sleeveless tee and a shrug. The yin and yang of candidate presentation, I guess.

It got me thinking: how much planning do people actually put into how they present themselves in an interview?

As an interviewer, much of what I do is scripted by design. I ask similar questions, crack the same lame jokes, and try to keep the tone consistent. There’s purpose behind the repetition—structure that ensures fairness and clarity. But what I often don’t see is that same level of intention coming from candidates.

Think of it like stepping into the batter’s box. Every professional hitter has a plan. It might be to look for a pitch they can lift for a sac fly or to work the count and eliminate certain pitches. The plan may change with the count or the situation—but there’s always a plan.

The same should go for interviews.

Your prep shouldn’t just be about the job description or the club. It should include how you want to show up, what you want to convey, and why it matters. What are your strengths? What are your gaps—and how are you working on them? Show the interviewer you’ve thought about more than just “getting the job.”

Here’s what tends to happen when candidates don’t have a plan:

1. They ramble.
2. They veer off course.

Ramble long enough and suddenly we’re in “Inception” territory—a story within a story within a repair. Go too far off-topic and a question about reel grinding somehow ends with a log flume memory from your childhood.

So what does a good plan look like?

Keep it simple:

• Know your top 2–3 strengths and be ready to back them up with specific examples.
• Be honest about your weaker areas—and share how you’re improving.
• Sit somewhere stable and upright. I’m not expecting a suit and tie, but don’t slouch in a recliner either.
• Make notes and don’t be afraid to use them.
• If there’s something important that doesn’t get asked, bring it up.

Most importantly, remember: hiring managers are looking for reasons to disqualify you. Create opportunities for them to hire you.

So build a plan for your next interview. Make notes and refer to those notes during the interview. Don’t be afraid to speak up about a topic which wasn’t discussed. Give yourself every opportunity you can to highlight your skills and personality. It will be noticed.

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

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About The Author

Mitch Rupert brings over 20 years of high-stakes interviewing—from covering professional and youth sports as an award-winning Associated Press writer—to his current role at Bloom Golf Partners as Communications Manager within Recruitment & Operations.

Mitch is an AP award-winning writer and a Pennsylvania District 4 Sports Hall of Fame inductee. He joined Bloom Golf Partners in July 2021 and seamlessly leverages his storytelling and communication expertise through the candidate communication process and due diligence reports.

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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. 

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When considering your next job opportunity, key factors like salary, title, and location usually top the list. However, perhaps the most critical—and often overlooked—factor is workplace culture. A toxic culture can drain even the most talented professionals, while a healthy, supportive environment can elevate your performance and overall career satisfaction.

Based on the insights of two private club veterans, Tyler Bloom and Rachel Ridgeway of Bloom Golf Partners, here are five major cultural red flags to watch out for during the interview process:

1. Lack of Clear Expectations

Start by carefully reviewing the job posting. Does it clearly outline the responsibilities, goals, and traits needed for success? If expectations are vague or ambiguous, that’s a red flag.

High-performing organizations provide a clear roadmap: defined goals, consistent standards, and well-articulated roles. Without clarity, employees are left guessing—leading to confusion, frustration, and burnout.

Ask during the interview:

• “How will my success be measured in this role?”
• Also, request to review the job description if it hasn’t been provided.

2. Lack of Feedback Loops

Great organizations actively seek and act on employee feedback—through surveys, stay interviews, exit interviews, and regular check-ins. If feedback mechanisms are missing (or feedback is ignored), it signals a stagnant culture that may not value growth or adaptability.

Ask during the interview:

• “How is employee feedback integrated into decision-making?”
• Take note of how many people are involved in the hiring process. A broader range of interviewers often indicates a culture that values internal perspectives.

3. Lack of Investment in People

If there’s no plan for your growth, you may eventually outgrow the organization. Companies serious about people development invest in training, mentorship, and stretch opportunities.

If your questions about advancement or learning are dismissed, it’s worth reconsidering.

Ask during the interview:

• “Is professional development budgeted for my role each year?”
• “What are the expectations around my growth and development?”
• Ask for examples, such as whether assistant superintendents are encouraged to volunteer at PGA Tour events.

4. Lack of Accountability

When accountability is missing, finger-pointing and inconsistency often follow. If team members aren’t held to the same standards—or if leadership avoids responsibility—it creates a frustrating environment where top performers can quickly disengage.

Ask during the interview:

• “How does the club handle it when an employee makes a mistake, has a conflict, or misses a goal?”
• “How often do employees receive performance feedback or reviews, and through what methods?”

5. Lack of Transparent Communication

Trust is built on open, honest, and timely communication. If the organization keeps employees in the dark, uses vague corporate jargon, or avoids hard conversations, it may leave you feeling excluded or unaligned.

Ask during the interview:

• “How does the club communicate organizational changes to staff?”
• “How often does the club hold cross-departmental meetings?”

Final Thoughts

Workplace culture is not just a buzzword, it’s a strategic advantage and a clear reflection of an organization’s values. While these red flags can be subtle during the hiring process, they can have a major impact once you’re in the role.

Pay close attention to the small cues. Ask thoughtful questions. Trust your gut.

Remember, the interview process is a two-way street: you are interviewing the employer just as much as they are interviewing you.A strong culture won’t just support your success, it can catapult your career to new heights.

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

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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.

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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