By Pat Jones

Here we are, wrapping up another brutal summer golf season around the country. The lowlights included record heat, way too much traffic, disease, storms, and, of course, not enough crew to get it all done.

But that’s nothing new. The “100 days of hell” has been a miserable badge of honor for far too many turf pros over the years. Too often, we celebrated it as a rite of passage for young turfies. Now they just move on rather than killing themselves for $14 an hour and a chance to be an AIT. They have better options that don’t demand as much physically or emotionally.

And supers feel it too. You are, after all, your own worst critics. Because of that, you’re at work too much, separated from family and loved ones, and unable to do anything for yourself because you’re constantly scrambling to keep every damn blade of grass alive. Self-induced anxiety about all things turf is compounded by that guilty feeling that you’re doing a lousy job as a spouse, a parent and simply as a person who needs to have a healthier life outside of work.

This is the double-edged sword of superintendent culture. We celebrate the brotherhood (and sisterhood) of turf life. We embrace the suck, even if it means exhaustion and stress at home. Because that’s the way it’s always been.   

But, thankfully, that’s finally changing.

According to the Flagstick-Bloom Employment Trends Study we conducted earlier this year, work-life balance has become a major deal point for superintendents. More than 80% of the 300+ superintendents who responded said they had taken active steps to achieve better balance in their lives. That’s awesome news. Even better, they shared how they were doing it and we found some commonalities that may help you achieve the same sense of balance in your life.

Establish Boundaries at Work and at Home

Perhaps the number one thing superintendents were doing to achieve some in-season balance is simply setting boundaries with their GM or owner and/or family. Here’s a typical example:

“As a father, I’ve made it known to my club that I will not miss the events (big and small) in my children’s lives. First day of school, Saturday morning games, etc. And it’s important to me to help with getting kids on the bus, to appointments, etc.”

“I have made non-negotiable commitments to my family to be more present in the moment and leave work at work.”

“I have set boundaries on my phone so my work email only downloads within certain hours of the day to reduce notifications. It allows me to focus on my family when I am at home.”

“Family commitments overrule work commitments. Period.”

“I’ve realized it will be there tomorrow. If we’re producing a daily championship product and it’s okay to be off a day or two.”

“I’m very open with my GM about how my goal is to make it to 80% or more of the kids’ events and I will make that happen by building a strong team. Quite frankly I’m open with the board about it too.”

The most important thing here is to have a clear conversation with your boss about your work schedule and priorities. Chances are good they don’t expect you to give up having a life to work there. Also look around: are the other managers there all the time and never taking vacations? Chances are good your expectations for time at work aren’t the same as your boss’s.

Delegation and Scheduling

Another holdover of the old culture of golf course maintenance is the “first to arrive, last to leave” mentality. Being there all the time because you’re the boss basically means you don’t trust the people who work for you. If they really aren’t trustworthy, you have bigger problems than who arrives early or stays late.

The only way to develop good employees is to trust them. Period.

“I made a conscious effort to limit how much I work. The season does make the days longer but there are times to let the assistant superintendent take the reins and handle things.”

“I schedule time away in advance. I trust staff to handle things when I’m gone.”

“I changed staff scheduling model to allow everyone more consistent time away (two consecutive days off weekly), which in turn mitigates absenteeism/tardiness compared to five years ago. It also reduces overtime so this has made it possible to hire more staff, with fewer hours and higher productivity.”

“I came from one of those 12-14 hours a day courses and I swore I would never endure another job like that or make others work those hours. It cost me my first marriage. If anyone on my staff is there past 5 p.m. there is an emergency or they’re playing golf.”

Finally, this simple one: “Empowered employees.”

If you feel anxious about leaving at a reasonable time when you’ve accomplished your goals for the day, you really should think about why you feel that way. We’ve all stupidly conditioned ourselves to feel guilty for not working all the time. As a wise man once said, “Nobody ever had ‘I wish I’d spent more time at the office” carved on their tombstone.”

Changing Views About the Job

Again, in a culture where expectations often run wild, it’s good to see that many superintendents are stepping back from the fool’s game of trying to be perfect. Even Augusta National isn’t perfect. Constantly agonizing about what the members or others think about you, your course or your conditions isn’t healthy. So, some superintendents are lowering their expectations for themselves.

“I’ve learned that there is such a thing as good enough. I’ve stopped trying to make it perfect and dialed it back a bit.”

“I care about my work output and produce a good product but I don’t put in 110 percent anymore. Family first, then work.”

“I have made it clear to my club that work/life balance is a priority not only to me, but for my management team as well. We are very lucky to have been given the freedom and resources to make this possible.”

“Let it go, but be accountable. That’s both in your life and your career.”

“I took a new job at a smaller facility to allow more family time.”

“My give-a-shit meter has been adjusted appropriately. For many years, it was out of whack.”

It’s hard to accept, but no one is irreplaceable and no career is worth losing your soul over. Take a step back and think about what really matters to you. It’s probably not just your job.

Final Thoughts

There is much, much more in the 191 comments we received about work-life balance. Exercise, hobbies, mindfulness, faith…all of those were helping your peers around the country evolve and survive. You can read all the comments and ideas here.

The bottom line is that there’s never been a better time to establish your boundaries and adopt some techniques for work-life balance because there’s never been this level of appreciation for superintendents before. You have more leverage than you know. It’s time to use that and begin to live the life you deserve and enjoy your job even more.

Pat Jones can be reached at patjonesgolf@gmail.com or 440-478-4763.

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

Pat Jones has been a passionate advocate for superintendents and the golf industry for 30 years.

Now, as head of Flagstick LLC, he’s using that passion to help companies and organizations in the industry communicate with customers and drive sales more effectively and efficiently.

Jones has been a business media executive for most of his adult life, profitably steering the sales and editorial operations of Golf Course Industry, Lawn & Landscape, Golfdom and GCM over the years. He specializes in researching and tracking the state of the golf course maintenance market and shining a spotlight on the industry’s best people, practices and products. Jones got his start in the business running lobbying, public relations and fundraising for the GCSAA.

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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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The only thing worse than training your employees and having them leave is not training them and having them stay. — Henry Ford, Founder, Ford Motor Company.

A few months ago, although it seems like a recurring conversation, I received a call from a tenured and accomplished leader who noticed symptoms of a bigger problem within their operations. After assessing their team dynamic and processes, they recognized a leadership vacuum at the top—an absence that hindered the team’s ability to move the needle.

The staff had become stagnant, sticking to “the way things have always been done,” with little communication between departments. The hiring manager admitted that the organization’s lack of internal development had created a skills gap within the senior management team. Compounding this issue, a major project was looming that would require additional support staff. Sound familiar?

There isn’t a one-size-fits-all solution, but ongoing education and training must be core components of your daily operations. Here are some effective strategies:

• Cross-Training: Enhance versatility and teamwork by ensuring employees understand multiple roles.
• Formal Mentorship: Pair experienced staff with junior employees to transfer knowledge and foster professional growth.
• Apprenticeships: Develop specific skills through hands-on learning programs.
• Team Development Workshops: Strengthen collaboration and innovation within your team.
• Ongoing Performance Management: Regularly review performance, provide 360-degree feedback, and create personalized development plans.

Get Off on the Right Foot: Effective Onboarding

A few years ago, I visited Teed and Brown in Norwalk, Connecticut, and was impressed by their employee development culture, particularly their cross-training program. A simple whiteboard with tasks and checklists demonstrated each team member’s progression—a simple yet effective method. The senior team also schedules monthly topics ranging from leadership, product training, equipment operation and other job specific topics.

Start strong with effective onboarding practices, focusing on specific tasks, equipment, technology, workspace do’s and don’ts, and company culture. Engage current employees by involving them in onboarding to ensure new hires acclimate quickly and effectively.

For more on developing a robust onboarding strategy, check out these resources:

• Design Employee Onboarding Process
• Onboarding: Why Involving Current Employees is a Must
• Teeing off right: Onboarding Strategies for golf course success

Encouraging Industry Engagement

You don’t need to be Google or Apple to create an impactful talent development program. Leveraging industry-specific resources can be just as effective in cultivating a knowledgeable, engaged, and motivated workforce.

Encourage your team to engage with industry meetings, webinars, and podcasts, which are rich with insights, best practices, and the latest trends. For example:

• Golf Course Superintendents Association of America (GCSAA)
• United States Golf Association (USGA)

Niche podcasts offer different perspectives on similar themes. Here are a few favorites:

• Leadership on the Links
• Earthworks Podcast
• Turf Today
• USGA Green Section

By tapping into these resources, you foster a culture of continuous learning and connect your employees with a broader professional community.

Establishing Mentorship Programs

Create formal mentorship programs where experienced staff mentor junior employees. This not only transfers knowledge and confidence but also fosters collaboration and professional growth.

The trickle-down effect of internal team development creates a virtuous cycle within your organization, where benefits at each level reinforce and amplify each other, leading to sustained growth and success.

Patrick Michener, Golf Course Superintendent at Bidermann Golf Club in Wilmington, Delaware, developed an apprenticeship program to complement the traditional management structure, aiming to improve recruitment and retention. Instead of constantly rotating and retraining new staff, Patrick focused on internal talent development, ensuring that new hires had a clear path for growth within the club.

Today, the team at Bidermann is progressing, whether working toward a degree or certification or advancing to the next position on the ladder. The result is a more consistent, skilled workforce.

Leveraging Industry Partnerships

Industry partnerships are crucial in workforce development. Collaborations with educational institutions, for example, can connect organizations with students and recent graduates trained specifically to meet industry needs.

NYSTA sponsors a greenskeeper and equipment technician apprenticeship program alongside SUNY-Delhi. Ryan Bain, Assistant Superintendent at Noyac Golf Club, was the first apprentice in the program. With the support of industry partners like NYSTA and SUNY-Delhi, he fast-tracked his growth into a managerial position.

What makes such programs enticing is that they provide aspiring leaders with the opportunity to understand the “how” and “why” behind their work. Ryan gained hands-on experience at a golf course, coupled with the education needed to put his work into perspective.

Work with key influencers and relationships such as suppliers to provide industry-specific education through conferences, workshops, and networking events. These platforms allow employees to connect with peers, develop support networks, share knowledge, and learn about the latest industry trends.

Numerous industry partners support continued education events, covering topics from career development and team building to product-specific training. This access to new ideas, technologies, and best practices enhances your team’s competitiveness in the marketplace.

Remember, the continuous development of your team is not just about addressing current gaps but about preparing your organization for future challenges. By embedding training and development into the fabric of your daily operations, you create a culture of growth that benefits every level of your organization.

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 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 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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By Mitch Rupert, Communications Manager for Tyler Bloom Consulting

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 Tyler Bloom Consulting, 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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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.