2024 Golf Course Superintendent Employment Trends Report: Key Takeaways

One of the more exciting projects our team has recently been working on with Pat Jones (Flagstick LLC) is a national study regarding golf course superintendent employment trends. We had over 300+ respondents, and over 1,000 comments about career satisfaction, career development and some real deep insights into the opportunities, threats and real-issues concerning the profession.

Not everything is rosy, but the sky isn’t falling.  A couple key takeaways for me were the following.

  • By and large, golf course superintendents absolutely love their careers, and clubs can make simple strategic shifts to keep them happy, engaged and fulfilled.
  • The #1 skill set golf course superintendents want to learn and develop is the ability to market themselves.
  • Golf course superintendents are increasingly standing firm on work-life balance issues especially when salaries, budgets and resources may not increase at the pace of their area peers, and smart clubs will recognize that.

The heartening revelation from our study is the profound love golf course superintendents have for their careers. Despite facing myriad challenges, the overriding sentiment is one of deep satisfaction and commitment to their roles.

We will continue to dive into the findings over the next few newsletters.  We hope you get a chance to read through the full report by downloading here.

Key insights hint that compensation, work-life balance and a good ‘GM’ are important to golf course superintendent career satisfaction

As the 2024 Golf Course Superintendent Employment Trends Survey’s findings began to emerge in January, the diverse feedback stirred and confirmed my own reflections over the last four years.

The allure of the golf course superintendent’s role, as seen through the golfer’s eyes, often belies the complexity and depth of the position. Despite an apparent scarcity of candidates, an alarming 43% of superintendents are in pursuit of opportunities that more closely match their professional desires and personal needs.

This significant figure highlights a sense of unease within the profession, propelled by compensation challenges, the quest for work-life harmony, and a desire for acknowledgment and stability.

It’s all about the money

Central to these concerns is compensation. Half of the survey’s respondents report that their earnings do not mirror the industry benchmarks in their regions, a revelation that is particularly striking given their perceived value by their clubs. This disconnect paints a picture of professionals torn between their passion for their craft and the realities of economic necessity.

What, then, defines the ideal scenario for those tasked with managing a golf course, often referred to as the club’s #1 asset? The answer weaves through various layers, including the aspiration for a secure role within a supportive and well-structured team, ideally at a renowned club.

Yet, beyond the allure of elite positions, what do superintendents treasure in their “perfect job”? Insights from the survey spotlight the significance of:

  • Reporting to a good General Manager, and being a part of a team
  • Job stability
  • Remaining in their current locale.

The Importance of a Good General Manager

Among these, the importance of a supportive General Manager emerges as a pivotal factor. Indeed, while challenges from “armchair agronomists” or club presidents can be garner borderline unrealistic expectations, a strong relationship with the General Manager can mitigate many issues.

So, what does a “good” relationship with a General Manager look like from a superintendent’s perspective? Respondents shared key attributes throughout their comments:

  • Leaders who acknowledge the rigor and commitment needed to upkeep a golf course, making efforts to grasp the job’s intricacies and seasonal challenges.
  • An atmosphere of open communication, encouraging superintendents to voice ideas and concerns without fear of backlash.
  • Support for ongoing education and professional development, whether through leadership training, marketing skill enhancement, or specialized turf management programs.
  • Strategic leaders who recognize the essential role of the golf course and its superintendent in realizing the club’s future aspirations.
  • Build bridges between all departments  given the typical physical separation of the maintenance facility
  • Inclusion of superintendents in decision-making processes, particularly those affecting their domain or team.
  • A fair negotiator, who does their research and rewards not just the superintendent, but the entire operation.
  • Advocacy for maintaining realistic expectations around budgets and staffing.

Some of the best General Managers I worked with made it a point to come down to the maintenance facility frequently, engaging with our team from the initial onboarding of new employees, spending time on the golf course with myself and integrating our team with the rest of employees through various functions ranging from employee parties, golf, and meals.

In our search and consulting projects, the best General Managers connect to learn industry trends and best practices, despite not necessarily having a “green thumb” or geek out on the latest technology.  They seek information to help advocate for the department, necessary infrastructure improvements, while also keeping a pulse on operational enhancements to improve member experience.

It has been consistent in my travels, General Managers are also enforcing work-life balance policies – written or unwritten.  Understanding the grind most superintendents put themselves and their teams through, also requires a self-aware leader to keep the team focused and fresh.

For astute General Managers and club leaders, these insights offer an opportunity to reflect on and enrich their relationships with their golf course superintendent and agronomy teams, paving the way for greater achievements.  It may also uncover similar themes that are reflected in the other areas of club operations!

The Art of Effective Interviewing

By Mitch Rupert, Communications Manager for Tyler Bloom Consulting

It may not seem like it, but the ability to interview other people is like a muscle that has to be trained to get stronger. Unfortunately, unlike a physical muscle which can be trained in a gym before being put into practical use, the best way to get better at interviewing people is to do it often.

Throughout 20 years as a sports writer before getting into the golf industry, I’ve conducted more interviews than there are grains of sand in a greenside bunker. Those question-and-answer sessions have come under a massively different set of circumstances. I’ve asked Major League Baseball’s last 30-game winner Denny McLain about intentionally serving up a meatball to Mickey Mantle so his childhood hero could hit a home run. I’ve asked a teenager how he dealt with the news that he had been diagnosed with cancer. And I’ve even asked my current boss, Tyler Bloom, about taking a Division I pitcher deep in a high school playoff game more than a decade ago. 

How you ask questions and how you approach the interview process is just as important as the questions you ask in that setting. I’ve asked good questions. I’ve asked really dumb questions. I’ve been caught rambling with no sense of direction before finally finding my point. It’s the nature of the ebbs and flows of getting better at the interviewing process.

But it’s a process which has prepared me well for my role with Tyler Bloom Consulting, where I spend my days running four to five job interviews, trying to gather information from candidates to see whether or not people are a fit for a job at any number of clubs throughout the country. And believe it or not, many of the same techniques I’ve used to help me interview coaches and athletes from Little League to professional sports, are the same techniques I use daily in job interviews.

Here are the five tips to how you can run better job interviews for your club:

  1. IT’S A CONVERSATION, NOT A QUESTION-AND-ANSWER SESSION

An interview setting is intimidating enough. Most people aren’t used to being on the end of what can feel like an interrogation. So as an interviewer, if you approach the interview as a conversation more than a Q&A, you’re going to allow your candidate to relax and provide better information on their experiences and thought processes, because at the end of the day, our goal is to gather as much information about the candidate as possible. 

To do this, don’t stick to a script. While it is highly advisable to have a list of specific questions you want to get to, understand you don’t have to strictly stick to that script. It’s more important to use it as a guide. Let your conversation carry you to your next point with the candidate. 

  1. DO YOU LISTEN, OR JUST WAIT TO TALK?

In a deleted scene from the movie Pulp Fiction, Uma Thurman asks John Travolta this question. It’s a quote which is written on a Sticky Note and hung on the wall behind my computer because it’s an incredibly important idea in the interviewing process, and it ties in nicely with the No. 1 tip on this list. Are you absorbing the information being passed to you in an interview setting, or are you just merely waiting for the candidate to finish speaking to get to your next point? Taking the information provided to you from the candidate and using it to swiftly move from point to point allows you to form that conversational setting which is going to allow the candidate to relax and produce a much better interview result.

  1. ASK YOUR QUESTION AND GET OUT

The goal in an interview is to let the candidate share as much information as possible. As such, if your questions are long-winded ramblings, you’re only going to confuse the candidate with what the crux of your question really is. So be pointed, ask your question directly and get out of the way. I see it all the time in the sports journalism world where the question-asker is trying to qualify their question so much that they end up answering the question for the subject, and in the long run they end up sounding like Michael Scott trying to explain his sales philosophies to David Wallace. 

In fact, your questions don’t even have to be questions to get the point across quickly. For example:

  • ‘Walk me through your experience on (insert subject matter).’
  • ‘Tell me about a successful fabrication project you’ve worked on.’ 

The candidate understands exactly what you want to know, and they can take the conversation from there. Fill in any holes with pointed follow-up questions. 

  1. YOUR MOST IMPORTANT QUESTION IS ‘WHY’ OR ‘HOW’

Your most important questions are the ones you ask as follow-ups, especially ‘why’ or ‘how?’ It’s easy for a candidate to say they cut costs, or they reduced the amount of manpower needed for specific tasks. But what is more important is how they did those things, or why they did those things. Those two simple questions can help take a candidate’s answer to another level to give you a better understanding of their skill set. 

  1. HAVE FUN WITH THE PROCESS

If you, as an interviewer, are tense and uptight during an interview, your interviewee is going to be tense and uptight as well. The interview process is overwhelming enough for a candidate, especially those who may struggle with some kind of anxiety issue. Find a way to break that tension early. Go to the same school as the candidate? Discuss your shared experiences. Work at the same facility? Share a story about your time there that invites the candidate to share a story about their time there. Remember, interviewing isn’t just about determining who has the right skill set for the job, but it’s about finding a cultural fit for your crew as well. The more you allow a candidate to relax and share their personality, the more you’re able to get a feel for how the candidate fits into the role.

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


About The Author

Mitch Rupert joined our firm in July 2021. He facilitates candidate communication, interviews and due diligence reports. In addition, Mitch assists with outreach and digital content. Mitch boasts an impressive tenure of over two decades in sports


Are you ready to build a top-performing team that drives results? Our proven framework, methodologies, and implementation is based on our personal track record of developing world-class teams. In addition to talent acquisition, we provide leadership development and ongoing consultative services for the golf course and club industry. Our team has personally coached and mentored dozens of future golf course superintendents across the United States. 

Book a Talent Strategy Call

How to Become a Strategic Partner at Your Facility

Close-up of Human Hand

Editor’s Note: The following article was published in Golf Course Industry, December 2023 (https://www.golfcourseindustry.com/news/strategic-partners-golf-course-superintendents-clubs/)

A few months back, I had an insightful conversation with Golf Course Industry managing editor Matt LaWell. He asked me a thought-provoking question: “What was one of the most surprising observations over the last year?”

As I look back at not only the searches we’ve conducted in the last year, the courses I visited coast-to-coast, and the daily interactions with golf course superintendents everywhere, we get a good flavor of surprises ranging from staffing, technology, agronomics, club politics and everything in between.

But there is one engagement that continues to surface from very competent and accomplished superintendents to newcomers in their leadership roles that throws me into a loop. The engagement is often filled with frustration, disappointment, and stress mixed with a blend of openness, vulnerability, and a sense of feeling undervalued.

Naturally, in each of these interactions, there were some similar challenges on the surface: budgetary constraints, lack of recognition, unrealistic expectations, communication gaps, lack of awareness about the complexities and technicalities of golf course management, and inability to undertake key action steps towards a brighter future.

I explored deeper, and a common theme emerged. Superintendents are not often seen as strategic partners within their facilities, but more as operational supporters, limiting their influence in decision-making processes with little voice in the broader strategic and governance decisions.

As I reflect on the superintendent search processes our team has conducted, I’m surprised by how often there is a disconnect between the golf course superintendent and club leadership.

When we uncover some of the root issues and opportunities facing clubs and their operations, there is often a communication breakdown leading to growing frustrations, and in some cases deteriorating course conditions. The end result leads to change – voluntarily or not. While it would be easy to point the finger at the superintendent for not taking ownership of his/her destiny, often I am finding there is a layer of bureaucracy that prohibits superintendents from effectively communicating with decision-makers, share insights, advocating for course improvements, or developing advocates.

Whether implementing advanced maintenance practices, investing in new technologies, pursuing environmental sustainability initiatives or staff development, key actions and shared visions cannot be accomplished, because the professional expert has been shielded. While it has come a long way in image and importance, the superintendent profession still often operates in isolation or without sufficient interaction with the most influential decision-makers.

Why is that?

First, the day-to-day demands of maintaining a golf course can be all-consuming. This leaves little time for engaging in broader strategic discussions or collaborating with other departments.

When it is the heat of the growing and playing season, it is tough to focus on much beyond keeping grass alive, member service and operations. In most of my peers’ cases, they are doing this with limited skilled labor.

Secondly, the specialized nature of the work of golf course maintenance can lead to a disconnect between superintendents and others in the organization. Whether it’s the individuals they report to or the casual golfer, the intricacies of their work can create natural separation in day-to-day operations. It places great importance on effective communication in laymen terms with decision-makers.

While digital platforms have helped bridge some of these communication gaps, many still don’t fully grasp the importance of factors like aeration, frost delays, maintenance schedules or the balance of providing high-level service and quality with limited resources amid a talent shortage of skilled labor.

Lastly, historical precedents, internal politics, and traditional governance models have not evolved to include roles like the superintendent in decision-making processes. I believe this is a major opportunity for our industry associations including the CMAA, GCSAA, and PGA to advocate for this expanded role in governance.

As I personally experienced, trying to fulfill responsibilities independently, without adequate support or understanding from club governance creates a feeling of being undervalued or not heard.

Managing differing opinions, and conflicts of interest, and aligning visions and goals can be a constant challenge, whether at the governance level or within the leadership team. Achieving team goals can be difficult even in the best of times. Throw in mistrust, miscommunication, and misalignment, and then barriers of governance can implode the best-performing leaders.

Having professional recommendations or decisions routinely overruled or ignored by a general manager, club owner, or the board, especially in matters critical to the health and playability of the course, is deflating. I remember feeling like I was on an island with no direction or support. Looking back, I realize that improving communication and building stronger relationships would’ve been a critical turning point. Building relationships is integral, not optional.

Here are some other suggestions to overcome this obstacle:

Gain a thorough understanding of the board’s goals and strategic vision by actively listening and participating in board meetings or requesting documentation of their long-term and short-term objectives. This will provide opportunities to link your performance and the department’s output to the overall goals of the club. Agree on key performance indicators that link course conditions to member satisfaction, financial performance, and larger business objectives. Ensure these KPIs are specific, measurable, actionable, relevant, and timely, and regularly report on them to keep the board and other key stakeholders informed and accountable.

Provide structured updates to the board on course conditions, maintenance schedules, and challenges through the proper channels – whether via your general manager, green committee, or directly – using data and case studies to support your communication and decisions.

Facilitate conversations around results and your duty to uphold the board’s priorities, not persuading others out of necessity to fill operational needs.

Develop maintenance plans aligned with the board’s priorities, such as enhancing member experience or ensuring financial sustainability. Present these plans to the board for feedback, approval and outline any potential gaps or pitfalls in achieving the goals. Do not shy away from telling the truth or reservations you may have.

Offer educational sessions for board members to increase their understanding of agronomy, course management, and environmental stewardship. Clearly explain how course maintenance practices impact broader strategic goals. Consider soliciting outside perspectives from consultants, peers, or other comparable clubs to support your case.

Start by seeking opportunities to collaborate with other departments, share knowledge, and actively participate in the broader business aspects of managing the golf course. While staying in your lane is important, it will strengthen your capacity to emphasize and lean into supporting other departments, build relationships and create a service-centered approach that will trickle down.

Implement mechanisms for board members to provide feedback on course conditions and maintenance issues constructively. Don’t be afraid to address potential struggles head-on, which not only increases your credibility but also improves cohesion and makes progress in building awareness of the challenges within the role. This will ultimately help accomplish your goals.

By fostering a more strategic relationship with the board and ensuring their actions align with the club’s strategic direction, superintendents can enhance their role as vital partners in the success of the organization and the game of golf.

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About The Author

Tyler Bloom is the founder of Tyler Bloom Consulting. 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.


How to Address Pay Gaps

Editor’s Note: The following article was published in Golf Course Industry, December 2023 (https://www.golfcourseindustry.com/article/golf-course-employee-financial-compensation/)

A few months ago, I was sitting in an executive meeting alongside a club president, a vice president, and a general manager. We spoke candidly about the future of the industry, challenges within the workforce, sustainability obstacles, government intervention, the changing landscape of careers, and the subsequent business shifts that would be needed. 

As we approached the conversation around salaries at different levels, I could sense the general manager becoming increasingly nervous to discuss the rapidly changing landscape.  

To put him at ease, I directed the conversation elsewhere, mentioning a host of other challenges. We later revisited salaries. At the core of the issue was the fact that the individual himself wasn’t being compensated at industry standard; it wasn’t an area he was comfortable negotiating, not only for himself but ultimately for other employees as well.

Fair and competitive salaries continue to be one of the most consistent issues we heard about in 2023. We also heard a lot about the challenge of wage compression when there is minimal difference in pay between employees at different levels of an organization.

During the pandemic, employers faced pressure to raise wages for essential frontline workers, such as groundskeepers, servers, bussers and bag-room attendants. This sometimes led to wage compression, where entry-level and frontline workers saw significant pay increases, but the gap between them and higher-level employees remained relatively small.

This must be done thoughtfully to ensure that existing team members’ wages are not overlooked or left stagnant. A well-structured compensation strategy is crucial for attracting, retaining, and motivating employees.

To create a fair and competitive compensation package, employers must consider various factors, including industry standards, local cost of living, experience, performance, and skills.

Conduct a compensation review

Before making any changes to your compensation structure, it’s essential to conduct a thorough review of your existing practices. 

Begin by evaluating your current salary and compensation framework. Understand how different roles and experience levels are compensated within your organization.

Compare your salary levels to industry standards and similar positions in your geographic area with similar demographic clubs and/or those to which you aspire to be compared. This benchmarking process will help you determine whether your salaries are competitive. Share the results from your local survey with participants.

Analyze your compensation data to identify any wage disparities within your organization. 

Are there significant pay gaps between employees in similar roles or with similar experience levels?

Implement a minimum wage increase

Setting a minimum wage that meets or exceeds local regulations is a crucial step in ensuring fair compensation. 

Ensure that your organization complies with minimum wage laws and regulations in your area. Paying at or above the local minimum wage is essential to provide a fair base salary to all employees.

Pay particular attention to entry-level staff when implementing a minimum wage increase. These employees often have the most to gain from a higher base salary, and it can significantly improve their financial stability. Graduated pay scales allow employees to progress in their careers and earn higher wages as they gain experience and contribute more to the team.

Let’s reveal ways to create them.

Develop pay scales or salary bands that consider factors like experience, tenure and performance. These scales should provide clear guidelines for wage progression.

Encourage and recognize outstanding contributions by offering promotions or salary increases to employees who consistently perform at a high level. Three common approaches are:

  • Performance-based pay
  • Skill-based pay
  • Equity adjustments
  • Regular compensation reviews

A well-designed compensation strategy is essential for fostering employee satisfaction, motivation and growth. 

By conducting regular compensation reviews, implementing a minimum-wage increase, establishing graduated pay scales, and incorporating performance- and skill-based pay, organizations can create a compensation framework that not only attracts top talent but also supports the development and success of their existing workforce. This, in turn, contributes to the overall growth and prosperity of the organization.

Balancing entry-level staff wages with those of other team members is essential for creating a motivated and satisfied workforce. 

Members’ expectations have evolved significantly, necessitating broader and more diverse offerings from golf facilities. The demand for great services and facilities continues to climb and ultimately needs to run parallel with the compensation of its employees.  

Golf facilities are no longer the sole providers of leisure and entertainment. They now face stiff competition from alternative venues and experiences. To stand out and maintain their appeal, clubs must offer unique and distinctive offerings that capture the interest of potential employees from entry level to executives.

By implementing these strategies, employers can not only boost entry-level staff wages but also address the compensation needs of all team members effectively without feeling nervous or pressured.

Book a Talent Strategy Call

About The Author

Tyler Bloom is the founder of Tyler Bloom Consulting. 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.


3 Most In-Demand Skills for 2024

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?

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About The Author

Tyler Bloom is the founder of Tyler Bloom Consulting. 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.


About The Author

Tyler Bloom is the founder of Tyler Bloom Consulting. 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. 

Book a Talent Strategy Call

5 Tips for Negotiating Your Salary Like a Pro

salary discussion

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.

Set your salary goals

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

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.

Factor in benefits and perks

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 Tyler Bloom Consulting. 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. 

Book A S.E.R.V.I.C.E. Call

Empowering Leadership at Every Level

Children practicing golf

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 Tyler Bloom Consulting. 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. 

Book A S.E.R.V.I.C.E. Call

How to Master the Art of Delegation

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:

  1. Assess your strengths and weaknesses.
  2. Identify areas where you excel and skills that set you apart from your team members.
  3. 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.
  • Implementing sustainable turfgrass management practices.
  • 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 Tyler Bloom Consulting. 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. 

Book A S.E.R.V.I.C.E. Call

How to Foster a Mentorship and Learning Culture

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 Tyler Bloom Consulting. 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. 

Book A S.E.R.V.I.C.E. Call