I was genuinely stunned when a committee member unapologetically stated they didn’t believe an executive leader should need coaching-‘that’s why we’re paying them premium dollars,’ they said. 

The comment revealed a common but deeply flawed perception: that the very people entrusted with leading organizations at the highest level somehow arrive fully equipped, immune to blind spots, and without need for growth. 

In reality, executive leadership comes with immense complexity, isolation, and pressure. The best leaders in the world-those who sustain peak performance—understand that coaching is not a sign of weakness but a strategic investment in staying sharp, adaptable, and effective. To dismiss coaching is to ignore the truth that leadership isn’t about having all the answers; it’s about continuously evolving in order to inspire and deliver at the highest level.

Let’s be honest: we’re setting up leadership positions in the golf and private club industry to struggle. We expect them to operate at elite levels—managing multi-million dollar facilities, navigating member politics, building strong teams—but we give them little to no structured leadership development, coaching, or succession planning.

It’s like handing someone the keys to a Ferrari and telling them to win a race without ever giving them driving lessons.

Here’s what I see over and over again: an assistant superintendent grinds for years, finally gets a shot at the top job, and then… nothing. No mentorship. No structured development. No one helps them build the leadership tools they actually need to succeed at that level.

Same thing with General Managers. They get promoted after showing promise or because someone left unexpectedly. They step into a pressure cooker—balancing board expectations, staff issues, capital planning, agronomics, and guest experience—with zero support system around leadership.

And the kicker? Everyone just assumes they’ll figure it out.

Leadership doesn’t just happen because someone gave you a title. It’s a skill set that needs to be developed-just like agronomy, finance, or golf course architecture.

I work with some of the best up-and-coming and veteran Superintendents and GMs across the country. And you know what makes the biggest difference in their growth?

Coaching.

It’s not a luxury. It’s not a “nice to have.” It’s the missing link between good and great. Between reactive and strategic. Between turnover and retention.

Look around-top athletes, CEOs, even elite chefs-they all have coaches. Someone to challenge them, offer perspective, and help them navigate the blind spots that come with leadership.

So why is our industry so far behind on this?

We’ve built this “figure it out” culture in golf. It’s old-school, and honestly, it’s burning people out.

We need to stop pretending leadership development is something you pick up through osmosis or by staying in the job long enough. That mindset is outdated, and it’s costing clubs real money-through mistakes, staff turnover, and missed opportunities.

If you’re a GM or Superintendent, ask yourself: who’s helping you get better? Who’s in your corner, pushing you to think bigger, see farther, and lead stronger?

If you don’t have an answer, that’s a red flag.

Another issue? There’s almost no succession planning in most clubs.

If your Superintendent, Director of Golf, CFO or GM left tomorrow, do you know who’s stepping in? Is that person ready? Have they been coached, mentored, or exposed to leadership responsibilities?

In most cases, the answer is no. We scramble. We throw out job postings. We hope someone with the right title applies. And that’s when mistakes get made.

We need to start thinking long-term—building the bench, giving high-potential staff leadership reps, and investing in the next wave of club leaders before we need them.

It’s not fluff. It’s not corporate jargon. It’s about giving talented people the tools they need to win-without burning out or plateauing.

If you want elite performance at your club, you need elite development systems in place. It’s that simple.

If you’re in a leadership role at a club—Board Member, GM, Director of Grounds-take a hard look at your people strategy. Are you coaching your top leaders? Are you grooming your next ones? Or are you just hoping they figure it out?

Hope is not a plan.

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