By Mitch Rupert, Communications Manager for Bloom Golf Partners

Interviewing for a job can be an uncomfortable process. It’s no fun sitting under the spotlight like some kind of 1950s film noir interrogation scene. It can be anxiety-inducing, and it can feel like everything you say is being dissected like a frog in middle school biology class.

However, there are ways to combat these feelings, and one of the most effective is preparation. In my role with Bloom Golf Partners, I conduct dozens of job interviews every month, seeking employees who will help clubs move the needle. I see a wide range of preparation levels, from candidates who don’t even know what club they’re interviewing with, to those who might know more about the club than I do.

From a purely subjective point of view, there’s a direct correlation between preparation and the effectiveness of the interview. This doesn’t mean that being prepared guarantees you the job. But think of it like this: When was the last time Kansas City Chiefs head coach Andy Reid went into a game without knowing which route combinations would confuse the defense? Preparation doesn’t guarantee success, but it puts you in a better position to succeed.

And that’s what preparation is: giving yourself the best possible chance to succeed—or in this case, to land the job. Here are some key ways to prepare for your next interview:

Study the Club

If you’re applying for a position at a particular club, there’s likely a reason it caught your attention. Maybe it’s the location, an improvement in title, or a supervisor you want to work with. Regardless of the reason, it’s crucial to be prepared for what you’re getting into. Take the time to understand the club’s demographics and the amount of use the golf course gets. Is it a 15,000-rounds-a-year facility, or a 40,000-rounds-a-year one? That number alone can tell you a lot about the working conditions. Is the maintenance work precise but rushed? Or is there ample time to complete daily tasks before the first tee time? By researching these topics and what matters most to you, you can either gather the information you need or formulate questions to ask during the interview.

Get to Know Your Direct Supervisors

Know who you’ll be working for and with. Social media is a valuable tool for learning about potential supervisors and colleagues. LinkedIn, for example, can show you their background and previous facilities, giving you insight into the conditions they’re striving for at their current club. Remember, a new job isn’t just about a new facility or title; it’s also about a new team. It’s important to understand who you’ll be working with, their expectations, and how you’ll fit into the team culturally. These are things you can assess by reviewing social media profiles and asking questions during the interview.

Know Which Aspects of Your Skills to Highlight

As the late, great John Wooden once said, “Do not let what you cannot do interfere with what you can do.” As an interviewer, I want you to highlight the skills you’ll bring to the team. I’m looking for reasons to hire you, not to disqualify you. So, know thyself. Take an honest, introspective look at what you do well, and highlight those areas. At the same time, don’t be afraid to acknowledge areas where you need more experience or training. A self-aware candidate willing to improve while excelling in their strengths is a strong candidate.

Prepare Questions to Ask

Remember, during an interview, you’re not the only one being assessed. You need to ensure the facility and team are the right fit for what you’re seeking in your next position. Come prepared with questions about the role, operation, facility, financial stability, resources, or whatever factors are most important to you. A good job description may answer many of these questions, but not all positions come with detailed descriptions. Be ready to ask your own questions to fill in the gaps.t the position is to you. It might be that little edge which separates you from another candidate.

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

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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 journalism. His dedication, detailed orientation, and passion for helping others has been instrumental in TBC’s exponential growth over the past two years. Mitch also nurtures and maintains strong relationships with candidates, and is a resource to improve your interviewing skill set.

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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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I sat in a team development and networking session, and immediately could cut the tension in the air.  Team members felt the exercise was forced and insincere by a well-intentioned leader.

While a good attempt to motivate and inspire team members, I quickly realized the group was becoming more resistant, disengaged and cynical about the efforts, making it even harder to build trust and collaboration.

Team building is often treated like a checkbox—something we do once in a while to feel good about collaboration, but then quickly move on from. 

The biggest issue with this approach? A lack of genuine engagement and follow-through. If we want team building to be more than just a temporary morale boost, we need to rethink how we approach it.

Too often, team-building activities are seen as one-off events and surface-level engagement, designed to create temporary camaraderie without any real lasting impact. This mindset leads to several challenges:

• Superficial outcomes: The feel-good vibes from a fun day out don’t last if they’re not backed by meaningful changes in how the team operates. Without a commitment to applying what’s learned, any positive effects quickly fade away.
• Misalignment with team needs: When activities aren’t tailored to the specific challenges a team faces, they can feel irrelevant or, worse, counterproductive. A one-size-fits-all approach doesn’t work in team building.

So, how do we turn team building from a superficial exercise into a powerful tool for enhancing team dynamics? Here’s a roadmap:

Start by pinpointing the specific issues your team is facing. Is it communication? Trust? Engagement? Whatever the challenge, design your activities to directly address these needs.

Make sure everyone knows why they’re participating in these activities and how it connects to the broader goals of the team and organization.

Team building should be part of the daily workflow, not just a yearly event. Regular check-ins and follow-ups can help reinforce the lessons learned and integrate them into daily interactions.

Make team-building principles a core part of your team’s culture. Trust, communication, and collaboration should be ongoing priorities.

Keep in mind that every team is different. Customize your activities to fit the specific dynamics of your team, considering factors like size, diversity, and work environment. Get your team involved in the planning process. This ensures that activities are relevant and resonate with them, increasing buy-in.

Here are a few strategies to increase genuine engagement into team building:

• Make activities meaningful: Choose activities that are not only enjoyable but also meaningful. They should have a real impact on improving team dynamics and be directly related to the challenges your team is facing.
• Encourage voluntary participation: Don’t force participation. Create a safe and open environment where team members feel comfortable engaging.

• Lead by example: Leaders should be actively involved in team-building activities, demonstrating the importance of team cohesion through their actions.
• Provide ongoing support: Support doesn’t end after the activity. Provide continued resources, coaching, and follow-up sessions to keep the momentum going.

• Conduct debriefs: After each activity, hold debriefing sessions to discuss what was learned and how the team can apply these insights. This reflection is key to making team building effective.
• Monitor progress: Keep an eye on how team dynamics evolve after the activities. Use feedback and observations to make necessary adjustments.

Effective team building isn’t just about having a good time—it’s about creating accountability and lasting change in how your team operates. Designate someone to oversee the implementation of these goals and ensure that the team stays committed.

By focusing on genuine engagement, continuous effort, and clear objectives, you can transform team-building activities from superficial exercises into powerful tools for improving collaboration, trust, and performance. 

Remember, the key is to keep it real, keep it relevant, and most importantly, keep it going. It’s essential to market yourself professionally and share your achievements and goals..

If you’re in need of further insight and best practices, 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 Certifacte in Talent Acquisition fro Cornell University and a degree in Turfgrass Science from Penn State University. With 20 years of experience in the golf and turfgrass industry, Tyler has worked directly with reputable club leaders at some of the most prestigious clubs to place over 300 professionals in executive and management level positions throughout the United States.

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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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I had just pulled into the driveway of my in-laws on Mother’s Day 2015 when I received an email notification from a Board member. Given the progress our team had made in less than a year on the job and a recent joint Golf/Green Committee meeting, I suspected it was a vote of confidence.

Within two sentences, a few off-hand comments, and a few exclamation points, I got my first scathing email from a Board member. The email centered around golf course conditions: I had done too good a job growing the rough to U.S. Open conditions, the greens and bunkers were too firm, and pin positions felt like it was Masters Sunday.

I forwarded the email to our General Manager and Green Chair to seek guidance.

Mind you, we had set up several internal communication strategies, including a Twitter account, a golf course maintenance blog, and email blasts to communicate daily conditions to our members.

Through a series of conversations, the individual became more enlightened about the challenges within the golf course and our operations.

It was also a great self-reflection point to assess our strengths and weaknesses as an operation and recognize where we needed to improve. Most importantly, it was a good example of how effective communication, active listening, and collaboration can go a long way in building relationships and aligning member expectations to deliver great experiences.

As I say to many young and new superintendents, most individuals get themselves in trouble for not communicating rather than over-communicating.

When considering your communication programs, think about how you can change the minds of influential yet critical voices within your club. While you may not change everyone’s mind, you can influence the broader membership who might support your initiatives, like maintaining greens at an optimal speed for all members, increasing staffing, implementing native or environmental areas, or ways to improve the pace of play.

Understand what communication channels are appropriate for your specific club culture. A social media account may not be well received given the privacy and security concerns of club cultures.

Here are some tips and insights from highly accomplished superintendents to improve your communications and leverage networking effectively:

Communication Strategies

• Establish consistent communication with the Golf Shop: Leverage the golf shop as a conduit of information.
• Open Houses: Show members firsthand the conditions and needs of your maintenance facility. This can foster understanding and support for necessary upgrades and better working conditions.
• Member Surveys: Use surveys to understand member preferences and align your practices accordingly.
• Collaborate with marketing specialists: Many clubs now have marketing or communication specialists. Leverage their skills to enhance your communications, whether through polished brochures or engaging videos created using tools like Canva.
• Utilize blogs and visual content: Keep your communications concise. Use images and short captions to tell stories. For example, document the process of rebuilding a bunker, explaining the benefits and what members can expect to see.
• Short, targeted videos: These can effectively communicate key messages to decision-makers.

All the technology and communication channels that exist do not make up for the lack of visibility. Whether being at the first tee, knowing the tee sheet, periodically playing with various member groups, riding around the course with a General Manager or key stakeholder, being present during the golfing season is still one of the most important communication tactics.

Develop your communication skills and those of your internal management team to not only communicate course programs but actively seek feedback to address any potential gaps.

Clubs increasingly value good communicators who can effectively advocate for their programs. It’s essential to market yourself professionally and share your achievements and goals..

If you’re in need of further insight and best practices, 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 Certifacte in Talent Acquisition fro Cornell University and a degree in Turfgrass Science from Penn State University. With 20 years of experience in the golf and turfgrass industry, Tyler has worked directly with reputable club leaders at some of the most prestigious clubs to place over 300 professionals in executive and management level positions throughout the United States.

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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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“Self-inquiry and self-reflection are the most powerful tools one can use to build your leadership style.” – Paul MacCormack, Founder of Mindful Island Consulting

Most folks in our industry are tuned into the value of reflection and quiet moments. When people hear the word mindfulness, many people envision someone sitting in silent meditation (although it can). You can also try journaling, going for walks, or just sitting in silence after the day is done. The important thing is to carve out space for yourself each day.

In a recent episode of Leadership on the Links, Paul jokes that, in the second half of his career, he was able to get twice as much work done in half the time–all because he allows himself proper rest. He no longer wastes time at working when he’s being unproductive. 

Whether it is 10-minutes a day or an entire day off, taking time to self-reflect and meditate allows for greater creativity and problem-solving.

The more mindful you become, the more you’ll start to recognize patterns in your life. You’ll notice idiosyncrasies in yourself and better emphasize with others. You’ll also get to know where your limits are, so you know when to push and when to pull back.

Here are a few benefits of adopting a more intentional meditation practice: 

• Patience. Like learning any new skill, repetition is your key to success. When we begin to practice a new skill, it takes dedication. With this intention, we naturally develop deeper patience.
• Flow. Deliberately making space for quiet time translates into more natural flow in your daily life. Things just seem to move at a different speed. The funny thing is that you still accomplish just as much (if not more) than you ever did before.
• Opinions. You discover that they matter far less than ever before (especially your own). You will begin to spend more time listening and you come to realize that most opinions are just that, opinions.
• Clarity. Seeing things with more clarity is always helpful. Situations which seemed huge before, take on far less urgency when you practice meditation.
• Ease. Similar to flow, life takes on a sense of ease. This doesn’t mean that life gets “easier”; it actually doesn’t change the regular comings and goings one bit. What it does change is your relationship with them.
• Blind Spots. By practicing meditation regularly, one is better able to see the defaults and blind spots that hamper us on a daily basis. When we can recognize our less desirable habits and apply a touch of self-compassion then we can work with them in a positive way.

For more insights and tips, please check out Paul’s information at https://www.mindfulisle.com/

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About the Author

Paul MacCormack is the founder of Mindful Island Consulting, and has been part of the global turf family for almost 25 years. Working his way through the ranks as Greenskeeper, Assistant Superintendent, Superintendent & General Manager has shown him the ups and downs of this industry. His career has given him a unique perspective on what it means to be a Mindful Super and has inspired him to share it with the industry as a whole. 

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“You can have the greatest job at the greatest golf course in the world, but if you’re burnt out and you’re not living a life, what’s the point?” – Paul MacCormack, Founder of Mindful Island Consulting

In our industry, expectations can be often unrealistic and unattainable. They create immense pressure, both externally and internally.

Colleagues, clients, and superiors often impose high expectations, while we also set unrealistic standards for ourselves. This can lead to stress, burnout, and a sense of inadequacy, undermining our confidence and overall well-being. The constant pursuit of unattainable goals can drain our energy and motivation, leaving us feeling defeated and overwhelmed.

Throughout my career, I have navigated through focusing on career goals, business, and at times didn’t leave much gas for family and personal self-care. In the worst moment, ending up in the hospital with exhaustion, stress, dehydration, and kidney stones.  More importantly, a true loss of my self-worth and connection with family.

Burnout shows its ugly head in many forms whether behavioral, cognitive, physical and emotional. I often dealt more with isolation, procrastination, difficulty making decisions and forgetfulness. 

Start by setting achievable, incremental objectives that are challenging yet attainable. You can’t turn the knob up 100-degrees, you need to make slight adjustments each day.  

Recognize and celebrate small victories along the way. Additionally, cultivate a positive mindset by acknowledging your strengths and accomplishments. Seek feedback and support from trusted colleagues or mentors who can provide valuable insights and encouragement.

Create daily habits that will allow you to stay focused and sharp. Here are five strategies I’ve incorporated into my daily activities to avoid burnout.

1. Set SMART goals: Specific, Measurable, Achievable, Relevant, and Time-bound goals provide clarity and direction.
2. Prioritize self-care: Make time for activities that rejuvenate your mind and body, such as exercise, hobbies, or spending time with loved ones.
3. Seek support: Don’t hesitate to ask for help or advice from colleagues, mentors, or professional networks. Sharing experiences can provide fresh perspectives and reduce feelings of isolation.
4. Practice mindfulness: Engage in mindfulness techniques like meditation or journaling to stay grounded and focused on the present moment.
5. Celebrate progress: Acknowledge your accomplishments, no matter how small. Regularly reflecting on your achievements can boost morale and motivation. Share those wins with your support network. 

Embracing realistic goals and self-acceptance not only enhances our performance but also contributes to our overall happiness and well-being.

Probably the most important piece I have learned, and still working on, is to say no. I have made a career by saying yes to too many things, creating a constant whirlwind of chaos, distraction and a never ending feeling of achievement. 

It is easy to get sucked up into a vacuum of constant requests from members, peers, and family. Ultimately, you’ll never be able accomplish what’s necessary or fulfilling.

Start by setting priorities of all your commitments and categorizing them by importance. Establish clear boundaries and criteria for any new commitments, politely declining those that do not align with your priorities.

Recognizing symptoms early, addressing and managing burnout is a constant challenge for achievement oriented individuals. 

If you’re in need of further insight and best practices, 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 Certifacte in Talent Acquisition fro Cornell University and a degree in Turfgrass Science from Penn State University. With 20 years of experience in the golf and turfgrass industry, Tyler has worked directly with reputable club leaders at some of the most prestigious clubs to place over 300 professionals in executive and management level positions throughout the United States.

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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

As the sun dipped below the horizon on a crisp April evening, I was savoring a rare moment of tranquility with no kids screaming or our new Golden retriever chomping on my appendages.  My phone buzzed with a message that shattered the peace: a screenshot of an industry professional committing a cardinal sin—airing dirty laundry on social media.

This individual was venting frustration over a staff member taking a lateral move in the golf industry. It bordered not only on unprofessionalism but also a bit of sour grapes. I chuckled, knowing this same person was a prospective candidate for a highly desirable executive role just a few months earlier, who demanded the utmost confidentiality in their own pursuits.

Employers expect transparency and openness from their employees, insisting on being informed about notice periods. Yet, they vehemently demand confidentiality regarding their own professional pursuits. Why the sense of entitlement?

There seems to be an unwritten rule that employers are entitled to know every aspect of an employee’s life, both personally and professionally, yet forget quickly that they expect confidentiality in their own job search. Confidentiality with transparency is crucial. 

Sourcing top talent requires not only discretion but also an acute understanding of what’s at stake for companies and candidates alike. The search for game-changing leaders is sensitive; early disclosures can derail an organization’s reputation and put candidates’ careers at risk.

Whether using an internal hiring team or external recruiters, organizations need to establish confidentiality policies, review GDPR, HIPAA (if applicable), and potential non-disclosure agreements. 

When companies set out to recruit high-level executives, the value of discretion is pivotal. Managing the narrative on a transition ensures stakeholders stay aligned with objectives, transition smoothly, maintain business continuity, and preserve the interests of both candidates and employers.

Sadly, contemplating a career move in the club and golf industry poses risks because of how connected it is, and how news can spread rapidly. Competitors gain an edge, employees become unsettled, and operations are disturbed, casting an unwanted spotlight and scrutiny on the individual and organization. 

Breaches of confidentiality can result in legal consequences, loss of trust by employees, and damage to an organization’s reputation along with candidates.

Highly qualified applicants will be apprehensive if there is any concern over confidentiality to preserve their current role. It is, therefore, the responsibility of employers, hiring managers, and HR professionals to ensure that confidential information is handled with the utmost care and shared only with those who have a genuine need to know. 

Building trust with candidates is one of the most important aspects of any search process.

For the interview process, I suggest a transparent and clear approach. Providing insights about the role, operations, and organization ensures candidates aren’t left in the dark. Limiting the number of individuals involved in the hiring process is crucial for maintaining confidentiality. Only those directly involved in the hiring process or who need access to the personal information of candidates should be included.

Consider implementing a non-disclosure agreement and maintaining a smooth, transparent process with candidates to avoid unexpected absences from their current role. This helps reduce the chances of information leakage, which can negatively impact an organization’s reputation.

In several instances, we have worked with search committees that include club and golf industry representation. This not only creates potential conflicts of interest, but also introduces bias into the interview process. The club should never pass along candidate information to other club members who may be “in the know” or well-traveled for information. 

This risks exposing the candidate and receiving misinformed feedback, as hearsay can form biases against highly qualified candidates. Maintaining objectivity and strict confidentiality is crucial to preserving the integrity of the search process.

The reputation of the organization and the candidate can both be at risk. Candidates sometimes expose themselves by inquiring about opportunities and seeking input from various industry professionals about open positions. Words of advice, be careful.

Other best practices for employers to consider include:

• Secure handling of candidate information through reliable methods and tools such as encrypted online forms, password-protected files, or trusted software platforms.
• Communication of confidentiality policies.
• How and when to inform candidates about data handling practices.
• Training for HR and recruiting teams on maintaining confidentiality.

For candidates, consider the following:

• If you’re a high-profile candidate, consider asking for a non-disclosure agreement to be signed before engaging in detailed discussions about your application.
• Be discreet when using professional networks to seek information about job opportunities. 
• Avoid discussing your job search publicly or with individuals who might inadvertently spread the word.
• Use secure communication methods when sharing your application materials or discussing job opportunities. Avoid using work email or devices for your job search.
• For executive-level positions or sensitive situations, consider seeking legal advice on how to protect your interests and ensure confidentiality throughout the hiring process.

In an industry as interconnected as ours, maintaining confidentiality is not just a best practice—it’s a necessity. By upholding these standards, we protect not only the reputation of our organizations but also the careers and futures of our most valuable asset: our people.

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

By Mitch Rupert, Communications Manager for Bloom Golf Partners

During a summer afternoon in one of my first few months of doing this job, I had a Zoom interview scheduled with a candidate for an entry-level golf course maintenance position. When the gentleman signed into the Zoom meeting, he was eager, personable and downright happy. He was also on site at his current construction job, which was not a problem.

He took the time to excuse himself and said he was walking to find a quiet spot where he would better be able to hear and answer my questions. Color me surprised when the place he went to was an on-site port-a-potty. The candidate propped his phone up on something inside the portable bathroom and proceeded to have a quality conversation about his experiences on the golf course and what he’s looking for from his next job.

It was a great conversation, and the candidate was qualified for the position even if he wasn’t hired. I’ve spent a lot of time thinking about that interview and have discussed it many times with colleagues. From my point of view, I applaud the ingenuity to find somewhere quiet where you can partake in an interview without being interrupted. On the flip side of that, a car would have been a much better place to present yourself in a more professional manner. 

 Remember, an interview is all about presenting yourself in the best possible light to your potential employer to make them want to bring you on to their team. And as an interviewer, I want you to present yourself in the best possible manner. Taking care of all the smaller aspects of the interview process can be what differentiates you from other candidates.

Below are five tips to presenting yourself in the best possible light in an interview setting. In future iterations of this blog, we’re going to further break down each particular point into more finite points to really help you stand out in your next interview.

1. DO YOUR HOMEWORK

When a company reaches out to set up an interview, don’t hesitate to ask questions about the interview process, primarily how long it will take so you can schedule appropriately without being rushed, and who will be conducting the interview. But also study the club, its management team, and the job description so you can come to the interview with questions you may have about the position. While questions aren’t a necessity, it shows you’ve taken initiative. It shows you truly understand the position you’re getting into. And it also allows you to truly examine the club, its structure, and its benefits to see if it is really what you’re looking for. Don’t forget, just because you’re interviewing for the position doesn’t mean you can’t also interview the club to make sure you’re all on the same page.

2. BE THOROUGH, YET CONCISE WITH ANSWERS

There is a happy medium to being long-winded and too short with your answers when it comes to interview questions. The struggle is often finding that happy medium. So start here, don’t feel that you have to answer every last detail of the question which is asked. Give the key points. Asked about your irrigation experience? Discuss the kinds of systems you’ve operated and repaired, your responsibilities in daily service and maintenance, and any installation work you’ve participated in. That’s the general information your interviewer is looking for, and if they’re interested in something more specific, they’ll ask a follow-up question to further dig into the details. But the longer you drone on and on about a particular topic, the more likely you’re only hurting yourself because there’s a good chance your interviewer’s mind has begun to wander to the next question. So make your point, make it quickly, and be prepared to follow up or move on.

3. SIT STILL

With more and more interviews going virtual through Zoom, Google Meet, or something else of that ilk, I find more and more people using their phones or tablets to use those programs. And there is absolutely nothing wrong with that. But the number of people who walk around while holding their phone or their tablet while conducting the interview is much more than I would ever have expected. Find a quiet place to sit down, one where you’re going to be able to hear clearly and your interviewer is going to be able to hear you without distraction. I couldn’t care less if your dog or cat walks into the shot — in fact, I rather enjoy that — but the key is sitting in one place so the person on the other end of the call doesn’t feel like they’re on the teacups at Disney World.

4. TEST YOUR SOFTWARE BEFORE YOUR INTERVIEW TIME

Touching on the last point, with more and more interviews going virtual, it’s so important to test out your equipment and your software before you sit down for the actual interview. If you are someone who may be a little technologically uncomfortable, this is so much more important. Get yourself familiar with the controls of the program, knowing how to turn on your camera and your microphone. A lot of times, if it’s your first time using a program, you’ll have to give permissions to allow your device to access the camera and microphone. And, if you’ve used the program in the past but it’s been a while since you have, you’re likely going to have to update the software, which could take up to 10 minutes or so depending on the device and your internet connection. So make sure all your technological ducks are in a row before signing in.

5. IT’S OK TO BE EAGER

When it comes down to the time to select a person for a position, oftentimes there will be multiple candidates with very similar skill sets who are also cultural fits. It’s the little things that then matter. One of those things is who is really eager to take on the position? I absolutely love it when candidates show enthusiasm for the position, either through their research on the facility, or by flat out saying ‘This is a job I very much want.’ A Superintendent can teach the finer points of the job that you may have not yet learned. He can not teach you to be eager about the work you’re doing. That is something which has to come from within, and it’s something you have to show. I see too many people act borderline aloof in their initial interview because they’ve either been through this process before, or they feel like it’s a given they’ll get the position. It’s hard for me to go to bat for you if you can’t find the energy to be excited about a position. So tell the interviewer it’s a job you want. Follow up with them post-interview and explain again how important the position is to you. It might be that little edge which separates you from another candidate.

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

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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 journalism. His dedication, detailed orientation, and passion for helping others has been instrumental in TBC’s exponential growth over the past two years. Mitch also nurtures and maintains strong relationships with candidates, and is a resource to improve your interviewing skill set.

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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

Right now, hiring key staff such as assistants and equipment managers presents a ridiculous challenge. According to nearly half of the respondents in our 2024 Golf Course Superintendent Employment Trends Report, filling these key positions could take 3-4 months.

As the golf season hits its peak across most of the country, golf course superintendents and club leaders find themselves with even less time to devote to recruiting and hiring.

Yet, one fundamental area that needs constant attention is employee onboarding.  

In this two-part series, we’ll explore the elements of effective onboarding.

Investing into onboarding procedures, while often overlooked, is a critical step in ensuring success in a small period of time.  

Few things are more frustrating than finally filling a long-vacant position, only to watch your manager fumble the critical onboarding phase, effectively undoing all your hard work.

Expecting a new hire to understand all the fine intricacies of your operation, just because they have seasons of experience on the golf course or hold an accredited degree, does not excuse failing to invest in onboarding.

Leaving the new employee to fend for themselves and figure things out alone surely spells disaster. Within weeks (…sometimes days) the individual is not up to speed at work, not understanding the basics when it comes to their job, either quits or is completely disengaged.  

Gallup found that 88% of companies are bad at onboarding. Most companies don’t recognize that their managers are not comfortable or experienced in how to onboard employees.  

Effectively managing employees’ early experiences, and providing advice without it taking too much time is a fine balance.  It needs to be simple, easy and personalized. 

Onboarding isn’t just about learning the ropes; it’s about integrating into the team.

A well-structured onboarding process equips team members to grasp their roles, understand team dynamics, and see how they fit into the larger picture. 

Implement a 30/60/90 day plan to clearly outline the achievements expected of the new employee and define what success looks like. If you need a template, download here.

Encourage senior team members to welcome new hires on LinkedIn and other platforms, craft a short hype video to flaunt your culture in 60 seconds or less, and develop a first-day tipsheet that includes helpful contacts and fun facts about co-workers.

Clarify that the initial weeks will focus on mastering the basics of operations, workflows, club benefits, and culture. Set preliminary goals, take time to informally meet with the new employee, and perhaps establish a buddy system to connect them with trusted colleagues.

The first days in any role can be daunting. Since each golf course operates uniquely, new employees, including managers, often lack a clear understanding of their roles and responsibilities.

Simply having multiple seasons on the golf course or an accredited degree does not suffice; it is no excuse for skimping on a thorough onboarding process.

The subtleties of the course, member expectations, and operational standards can differ greatly. It is common for employers and new hires to have different views on processes, operational pace, and quality standards.

Remember to include small yet crucial details like a course map, emergency contact information, a golf calendar, standard operating procedures, communication protocols, and quality control measures.

Effective onboarding should include both theoretical and practical training sessions that enhance their confidence and competence, empowering them to make informed decisions and take initiative.

Investing in an effective onboarding process leads to smoother operations, improved team dynamics, retention and ultimately, an exceptional golfing experience for members and guests.

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

By Mitch Rupert, Communications Manager for Bloom Golf Partners

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 Bloom Golf Partners, 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. 

2. 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.

3. 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. 

4. 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. 

5. 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.

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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

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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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Love them or hate them, the University of Alabama football program has been a mainstay in sports culture for the last two decades. 

After 17-years of historic dominance, the monumental shift in leadership from Nick Saban to Kalen DeBoer within a remarkable 49-hour period will have a profound impact on the university’s culture, economics and future direction.

The transition marks the end of a monumental chapter in American sports, comparable to the departures of coaching legends like Bear Bryant and John Wooden, but unique due to modern challenges like the transfer portal and NIL considerations.

Leadership transitions, especially in high-profile organizations like Alabama football, are littered with both opportunities and challenges. 

While a golf course superintendent or executive leadership transition at clubs may not have as much high-profile stakes, navigating leadership transitions in clubs share several operational and strategic similarities due to their prominence, stakeholder engagement levels, and the premium placed on vision and legacy. 

Navigating leadership transitions within golf clubs is often overlooked in favor of more apparent aspects of management.

Let’s Dive In

Whether due to performance related issues or natural succession, I’ve personally witnessed both good and bad leadership transitions and the downstream effects. 

Despite its significance, leadership transitions are often overshadowed by more visible or glamorous pain points. However, overlooking the importance of finesse, strategic planning, and understanding club dynamics can lead to tumultuous transitions, jeopardizing the club’s reputation, member satisfaction, and long-term success.

Discerning and thoughtful clubs recognize simply replacing one leader with another demands a nuanced approach, requiring finesse, strategic planning, and a profound comprehension of the club’s distinctive dynamics.

Therefore, recognizing and prioritizing these aspects in leadership transition projects is essential for ensuring the seamless continuity of operations and the preservation of the club’s unique identity and culture.

Challenges and Opportunities

Changes in leadership spark discussion, skepticism, uncertainty, and organizational realignment. These transitions can profoundly impact the organization’s culture, performance, and future direction. 

The loss of institutional knowledge, disruption in operations, delays in efficiencies, continuity concerns amongst the team, risk of golf course performance, economics or conditions creates a very uncertain time for all stakeholders. Most importantly, trust amongst all parties can be extremely fragile.

On the flip side, fresh perspectives and ideas can improve operations, morale and member satisfaction. Most importantly, a new leader can enhance accountability, attention to detail and a voice to connect with the team to drive growth and development.

Strategic Communication

From my experience, the foundation of a successful transition lies in establishing honest and open communication from the top. 

Whether it’s welcoming a new leader or beginning the search for a new team member, fostering a trusting relationship sets the tone for collaboration and productivity. 

Throughout my career, I’ve observed that the most successful transitions occur when there’s a mutual exchange of information and a genuine effort to understand each other’s expectations and preferences.

Involving key stakeholders whether club boards, executive team or key department figures can diffuse concerns. Providing regular updates, key milestones, and considering their input can alleviate stress, and provide confidence the club is moving forward in a positive direction.

Whatever “elephant in the room” or low-hanging fruit that exists, address concerns proactively. 

Engage the Team

Change can sometimes be unsettling, leading to feelings of isolation or frustration among team members. As leaders, it’s imperative to acknowledge and address these concerns through clear and concise communication. By articulating expectations and providing a roadmap for success during transitions, leaders can alleviate tensions and foster a sense of direction and purpose within the team.

During the transition process, I’ve found it invaluable to engage in honest conversations, asking questions like “Here’s how we do things. How do you like to do things?” This two-way exchange not only promotes transparency but also helps in aligning expectations and setting a solid foundation for the future. Introductions to established team members further facilitate the integration process, ensuring that everyone is on the same page from day one.

Other best practices include: 

• Provide support and resources to address change management
• Reinforce core values, and encourage a shared vision for the future. 
• Manage expectations and outline plans to address any changes in operations
• Educate new leaders about ongoing or legacy issues within the organization
• Leverage internal strengths to embrace key personnel
• Celebrate successes during the transition

Navigating leadership transitions, whether in the high-stakes world of collegiate football or within the strategic operations of club operations, demands a foundation built on open communication, mutual respect, and a unified pursuit of success. 

By embracing change with an open mind, fostering trust through transparency, and celebrating collective achievements, organizations can not only weather the storm of transition but emerge stronger, more cohesive, and poised for future triumphs.

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