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

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

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

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

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

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

The same should go for interviews.

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

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

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

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

So what does a good plan look like?

Keep it simple:

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

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

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

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

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About The Author

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

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

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

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

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

1. Lack of Clear Expectations

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

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

Ask during the interview:

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

2. Lack of Feedback Loops

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

Ask during the interview:

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

3. Lack of Investment in People

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

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

Ask during the interview:

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

4. Lack of Accountability

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

Ask during the interview:

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

5. Lack of Transparent Communication

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

Ask during the interview:

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

Final Thoughts

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

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

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

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

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About The Author

Tyler Bloom is the founder of Bloom Golf Partners. A former golf course superintendent and turf professional, Tyler’s love of all things golf began at the age of six when he stepped onto the course for the first time.

Tyler has an Executive Certificate in Talent Acquisition from Cornell University and a degree in Turfgrass Science from Penn State University. With 20 years of experience in the golf and turfgrass industry, Tyler has worked directly with reputable club leaders at some of the most prestigious clubs to place over 300 professionals in executive and management level positions throughout the United States.

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

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Culture isn’t something you put on a wall. It’s something you observe. You feel it walking into a team meeting, grabbing coffee in the breakroom, or watching how a manager responds when something goes wrong. In this business — leadership in the golf and club world — culture is the game before the game.

We talk a lot about performance, processes, and playbooks. But culture? That’s the undercurrent that either lifts the boat or sinks it slowly. Here’s what I tell leaders to look for if they want to understand what kind of culture they really have — not just the one they claim.

1. Open, Supportive Leadership (Not Just Titles on Doors)

Start by watching how leaders show up. Not in boardrooms, but in breakrooms. Are they coaching, encouraging, asking questions — or just talking at people?

True leadership is visible in the tone of daily interactions. The best leaders I know don’t hoard knowledge. They give it away, like a coach passing the ball. They encourage questions. They check in on how someone’s doing at home, not just at work. They make it safe to speak up — and even safer to fail forward.

If you want to know the health of a culture, look at whether people feel safe to say “I need help” or “I’ve got an idea.” That tells you more than any poster on a wall.

2. Informal Moments Matter Most

Pay attention to what happens before the meeting starts or after the shift ends. Are people laughing, catching up, making plans? Those casual connections aren’t fluff — they’re the glue.

When a team is genuinely connected, it shows in the off-script moments. If employees avoid each other the second they clock out, that’s a red flag. If they’re grabbing lunch, inviting each other to family events, or hanging out after work? That’s culture doing its best work — building trust.

3. Hands-On Engagement Beats Hovering from Afar

I always say: if you don’t know the name of your newest team member or haven’t walked the maintenance shop this month, you’re leading from a distance — and that doesn’t cut it anymore.

Leaders need to be there. Meet the interns. Know your assistants. Greet the early crew on a frost delay. Culture is built in those moments of presence — when a new hire sees leadership cares enough to know their name and ask how training’s going.

4. Growth is the Best Retention Plan

Let’s talk development. If your team can’t answer the question “what’s next for me?” — they’ll answer it by leaving.

Teams stay where they grow. Structured career paths, conference attendance, mentorship programs — they’re not perks, they’re necessities. A good leader helps people connect the dots between their current role and their long-term future.

5. Feedback That Actually Gets Used

Here’s the deal: collecting feedback is easy. Listening to it and changing because of it is leadership.

Exit interviews, satisfaction surveys, one-on-ones — they should tell a story. If you’re seeing themes like “I didn’t feel appreciated” or “I didn’t see a future here,” pay attention. Culture isn’t about paychecks — it’s about being seen, heard, and valued.

Recognition programs tied to core values? That’s a double win. You reinforce what matters and you energize the people who live it out.

6. Turnover Tells the Truth

Turnover isn’t just a stat — it’s a signal.

When great people leave, ask why. Is it poor management? No development? Misalignment with values? High attrition often points to deeper cultural fractures.

But the flip side is powerful: when you invest in people, you retain people. I’ve seen it time and again — mentorship, clear communication, and appreciation turn what could’ve been turnover into tenures.

7. Behavioral Cues Are Everything

This is the real test. Are people comfortable doing their jobs? Do they speak up in meetings? Do they admit mistakes without fear?

If the vibe is tense or dismissive — if staff are walking on eggshells — then the culture’s already broken. Great cultures give people room to breathe, think, try, fail, and grow.

And the smartest teams I’ve seen? They share. Knowledge isn’t hoarded, it’s passed along. That’s a sign of a high-trust, high-functioning team.

8. Watch How People Talk (And Who Gets to Speak)

Communication isn’t just about frequency — it’s about tone, intent, and inclusivity.

Healthy cultures talk with people, not at them. Leaders who tell their story clearly, explain decisions, and welcome tough questions build trust.

And communication should go both ways. From the boardroom to the bunker, everyone deserves a voice. If your assistant feels just as heard as your director, you’re doing something right.

The best cultures don’t need explaining — you can feel them. They’re the ones where people enjoy coming to work, support each other, grow together, and stay longer than they planned.

If you’re in a leadership seat observe more. Listen more. Show up more.

Because culture isn’t what you say. It’s what they see you do.

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

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About The Author

Tyler Bloom is the founder of Bloom Golf Partners. A former golf course superintendent and turf professional, Tyler’s love of all things golf began at the age of six when he stepped onto the course for the first time.

Tyler has an Executive Certificate in Talent Acquisition from Cornell University and a degree in Turfgrass Science from Penn State University. With 20 years of experience in the golf and turfgrass industry, Tyler has worked directly with reputable club leaders at some of the most prestigious clubs to place over 300 professionals in executive and management level positions throughout the United States.

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

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Attracting and retaining talent continues to be a defining issue for private clubs. Today’s labor market is competitive, but the challenge runs deeper than hiring. In our recent 2025 Workforce Trends in Golf Study, 38 percent of working Americans view golf clubs as offering a strong career pathway.

Building systems that support long-term staff engagement, development and performance, particularly in a service-based industry where culture is the differentiator.

In my previous role as director of human resources at two nationally recognized private clubs, I had the privilege of seeing how truly exceptional leadership teams embrace that challenge and place nurturing talent at the core of their strategy.

These initiatives weren’t standalone efforts—they were embedded into the club’s broader strategic plans and backed by leadership at the highest level.

Human capital was treated as a core asset, on par with course conditioning, capital improvements or member amenities. That meant allocating resources to support professional development, internal advancement opportunities and staff well-being programs wasn’t a reactive measure but a proactive investment.

Additionally, these weren’t just nice ideas; they were written commitments, agreed upon by both the leadership team and the board, and that made all the difference. When the board and leadership are aligned on the value of great staff, long-term investment in talent becomes a shared priority, not a hard sell.

So, what exactly are top-tier clubs doing to set themselves apart and build exceptional teams?

Talent Development is a Strategic Priority

Top clubs back their commitment to professional development with action. Staff training programs are not one-off workshops but structured pathways to grow leadership and technical skills. Additionally, high performers are recognized, and internal promotions are priorities, which set a clear message that says “we believe in you”.

This reduces turnover and builds institutional knowledge, both of which directly impact service quality.

High Standards Define the Culture

Successful clubs define what it means to work there. Which behaviors reflect the culture and which don’t. Performance reviews take into account the core values and how they are lived each day by the leaders and staff. But here’s the most important part: accountability. Proactive clubs protect their culture by holding everyone to the same high standards, and coaching those who don’t meet those standards either up or out.

Boards play a role by ensuring those standards are embedded in governance, not just management practices. This alignment supports consistency from the boardroom to the back-of-house.

Leaders Listen Deeply and Often

Top clubs know that the leadership doesn’t hold all the answers. Clubs that excel in retention seek input at all levels of the organization. Annual engagement surveys, pulse checks, exit interviews and “stay” interviews are all tools used to gather insights from dishwashers to directors.

The ideas that come back are golden and produce a fertile environment for positive change.

Feedback Sparks Real Change

When the best clubs ask the questions, they are also prepared to respond. Some implement parental leave policies or tuition assistance based directly on feedback. Others adjust scheduling practices or refine onboarding programs. Even in cases where requests can’t be granted, strong clubs maintain transparency and explain the rationale behind decisions.

This transparency builds organizational trust, which research consistently ties to improved retention and performance.

Communication is Cultural Glue

Communication is the thread that ties everything together, and in many ways, it’s the root of both success and failure when building a strong team culture. The best clubs don’t just keep the lines of communication open, they make sure every message is meaningful, timely, and relevant.

A new benefit being rolled out deserves a direct and thoughtful explanation to the service team, but a change in membership categories does not. Although important, it won’t resonate the same way. Staff need to understand both what they’re being told and why.

True open-door policies remove barriers and foster psychological safety. When employees know they can talk to someone they trust without jumping through hoops, issues get addressed early, not after they’ve grown.

Final takeaway

The best private clubs don’t leave their culture to chance—they build it strategically with intention. They invest in their people, set clear expectations, actively listen (and respond), communicate with purpose, and create environments where employees feel safe, valued, and empowered.

Clubs and boards that make these five practices part of their club’s strategic framework will not only attract top talent but also create a workplace people are proud to be part of.

Boardroom Briefs – May 2025

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About The Author

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

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

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Our search projects, networking, and research consistently show that creating a great, healthy workplace culture is a top priority for both current and future club industry professionals—and it’s increasingly valued by club members as well.

Let’s cut through the noise: workplace culture is not your mission statement, your core values poster, or a once-a-year staff survey.

It’s what your people experience every day — in the way they’re spoken to, how they solve problems, who gets listened to, and whether they walk into work feeling like a valued contributor or just another replaceable part.

If you want to lead a high-performing team — whether you’re running golf course operations, a turf maintenance crew, or a full-service private club — you have to know how to identify your culture before you can improve it.

Here’s 5 clear, no-fluff steps to evaluating the culture you’ve built (or inherited).

1. Watch the Behavior, Not the Branding

Culture isn’t what leadership says — it’s what the team does when no one’s looking. Start by observing:

• Who speaks up in meetings, and who stays quiet?
  
• Do team members share knowledge or hoard it?
  
• Is the default tone encouraging or dismissive?
  
• Do people take ownership of problems or hide from them?
  

High-functioning cultures show signs of mutual respect, trust, and psychological safety. People aren’t afraid to speak honestly or admit mistakes. They pitch in without being asked.

2. Listen for What’s Not Being Said

What your team doesn’t say tells you as much as what they do.

If your staff avoids eye contact, gives short answers, or never offers suggestions, you may have a culture of fear or disengagement. 

If people stop bringing you problems, that’s the real problem.

Encourage open feedback, but more importantly — prove through action that you value it. If people risk telling you the truth and nothing changes, they’ll stop trying.

3. Pay Attention to Turnover and Tenure

Turnover is one of the loudest signals of cultural health — or lack thereof.

People rarely leave over pay alone. More often, they leave because they don’t feel respected, listened to, or invested in. Look at:

• Who’s leaving, and why?
  
• Are good people recommending others to work there?
  
• Are people growing in their roles or getting stuck?
  

High retention rates aren’t the goal — high engagement and development are. Sometimes a team that’s too “comfortable” is a sign that accountability and growth are missing.

4. Ask Better Questions

Don’t wait for the annual staff survey. Culture is built daily — and it should be assessed often.

Try questions like:

• “What makes your job harder than it should be?”
  
• “When was the last time you felt really proud of your work?”
  
• “If you could change one thing about how we operate, what would it be?”
  
• “Do you feel like your voice matters here?”
  

Create low-stakes, consistent opportunities for feedback: casual check-ins, anonymous polls, 1:1 walks. Most importantly, act on what you learn.

5. Look for Ownership and Energy

You can sense a strong culture. People:

• Show up early because they want to — not because they’re afraid
  
• Help new hires without being asked
  
• Speak positively about the team even when nobody’s watching
  
• Treat the property like their own
  

They own the mission because they feel ownership in the environment.

On the flip side, when people only do the bare minimum or say things like “That’s not my job,” that’s your culture talking, too.

Final Thought: Culture Happens — By Design or By Default

If you’re not intentionally shaping your workplace culture, something else is doing it for you: burnout, poor communication, bad habits, or legacy behaviors.

The most effective leaders in golf and hospitality don’t let culture be an accident. They design it, protect it, and refine it constantly.

“Culture isn’t a project. It’s a standard.”

Start identifying your culture today — before it identifies you.

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

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About The Author

Tyler Bloom is the founder of Bloom Golf Partners. A former golf course superintendent and turf professional, Tyler’s love of all things golf began at the age of six when he stepped onto the course for the first time.

Tyler has an Executive Certificate in Talent Acquisition from Cornell University and a degree in Turfgrass Science from Penn State University. With 20 years of experience in the golf and turfgrass industry, Tyler has worked directly with reputable club leaders at some of the most prestigious clubs to place over 300 professionals in executive and management level positions throughout the United States.

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

Book a Talent Strategy Call

Nearly 80% of assistant superintendents have their sights set on becoming head superintendents or directors of agronomy according to our 2025 Golf Course Superintendent Employment Trends Study. Given that the majority were senior assistants with nearly ten years of experience, their desire and ambitions are optimistic.

But here’s the issue: the path to the top isn’t clear.

Despite the drive and preparation, many professionals are stuck. Without formal development programs, structured mentorship, or clear criteria for advancement, even the most capable individuals can find themselves stalled in assistant or mid-management roles.

When that ambition is met with ambiguity and stagnation, frustration sets in. Motivation dips. Engagement drops. And often, talented people leave in search of better opportunities or they accept the roles they are in and lose the ambition.

What’s missing in most isn’t talent or drive—it’s a system. Most professionals know where they want to go, but not how to get there. While I am not aware of any specific, formal structured plan that promises a linear path to the land , I do believe there is a mix of ingredients being offered within the industry.

Most people start with why, but I am going to suggest you need to start with WHO. Typically, the right relationship can break down barriers, so working for the right mentor and the right club is a key missing link. A trusted guide who can provide perspective, share lessons, develop relationships for you, and help navigate tricky decisions can be a game-changer for someone trying to move up. This person should have experience promoting former assistants into golf course superintendent roles.

Second, do your due diligence on YOUR ideal career plan. Define what it takes to move from assistant superintendent to head superintendent, or potentially alternative careers. Spell it out: What skills are required? What experience is expected? What does success look like at each level? What is a typical timeline to achieve this? Where do you want to live? How much money do you want to make? Does the workplace culture fit your needs? Are you open to relocating?

Are there enough opportunities to meet your demands? If I had to guess, probably not.

In my observation, I think an aggressive timeline to land your first superintendents job would be six to eight years post-graduation out of a 2-year or 4-year turf program. Are you being realistic with your maturity, progression and capabilities? Assistant superintendents should be a little more patient than jumping after the first job that comes to them.

Then, raise your standards in everything. Showing up is one thing, but committing to elevating your standards as a person, professional, turf manager should be a daily mantra. You are the product. Whether that is your technical skills, leadership capabilities, networking, communication, administrative and organizational skills. Are your career materials pretty standard or have they been elevated by a vetted resource?

Lastly, stay committed. Probably far greater than 80% of success is just staying in the game. If I were to map out my graduating class of nearly 40 students from Penn State in 2009, I can list less than 20% who are superintendents today. You will have to sacrifice and outlast a lot of the industry challenges including work-life balance, lack of recognition, stress, financial management, and a list of others.

You are the author of your own destiny, and these are some of the surefire ways I have seen work.

On the flip side, here are some considerations for superintendents and clubs looking to capture this positive momentum and outlook to maximize your assistant superintendents potential:

1. Map the ladder. Create a clear, visual progression for roles within your team or organization. Define what’s needed at each step and share it openly.
2. Invest in professional development. Bring in industry experts or send team members to management-focused workshops. Even a few days a year focused on communication, decision-making, and leadership principles pays long-term dividends.
3. Launch a mentorship program. Match seasoned leaders with emerging talent. Set expectations around check-ins and goal-setting. Make it part of your culture, not just an optional add-on.
4. Revamp performance reviews. Shift the focus from just tasks completed to readiness for the next role. Discuss aspirations. Set clear development goals. Measure progress.
5. Celebrate progress. Promotions aren’t the only marker of success. Recognize growth milestones—whether it’s leading a project, completing a leadership course, or mentoring a peer.

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

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About The Author

Tyler Bloom is the founder of Bloom Golf Partners. A former golf course superintendent and turf professional, Tyler’s love of all things golf began at the age of six when he stepped onto the course for the first time.

Tyler has an Executive Certificate in Talent Acquisition from Cornell University and a degree in Turfgrass Science from Penn State University. With 20 years of experience in the golf and turfgrass industry, Tyler has worked directly with reputable club leaders at some of the most prestigious clubs to place over 300 professionals in executive and management level positions throughout the United States.

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

Book a Talent Strategy Call

I’ll be blunt: I’ve probably driven our team crazy with the creation and management of Leadership on the Links, our weekly podcast.

What started as a passion project quickly turned into a strategic platform—one that’s opened the door to some of the sharpest, most unfiltered conversations with leaders across the golf industry and beyond. It’s been a test of patience, persistence, and precision. And it’s evolving more than I ever planned.

I also appreciate the consistency of our audience, who show up week to week, and the new relationships I’ve developed because of it. 

Here’s what emerged as top themes, traits, and comments I’ve pulled from our guests about what has made them successful, or allowed them to achieve success in their careers from 52 podcasts.

1. Complacency Is the Silent Killer
“Complacency doesn’t kill you all at once—it erodes you slowly until there’s nothing left to save.”

If you think maintaining the status quo is safe, think again. The biggest threat isn’t failure—it’s gradual irrelevance. Growth requires pressure, discomfort, and constant re-evaluation.

2. Playing Not to Lose Is Still Losing
“If you’re just trying not to fail, you’re already losing.”

The most successful leaders aren’t playing defense—they’re building, attacking, evolving. Every decision you make is either moving you forward or quietly dragging you back.

3. You Are the Author of Your Own Story
“You are the author of your own career story. If you don’t write it, someone else will—and you probably won’t like the ending.”

Stop following someone else’s playbook. Stop waiting for permission. The moment you realize it’s your responsibility—and your responsibility alone—is the moment your career actually starts.

4. Metrics Speak Louder Than Opinions
“If you can’t quantify your impact, you’re just telling stories.”

In today’s professional world, subjective opinions won’t move the needle. Hard results will. Leaders know how to turn effort into measurable outcomes—and they aren’t shy about showing it.

5. Relationships Drive Everything
“Your network’s value isn’t in who you know today—it’s in how many people they can introduce you to tomorrow.”

Success is interconnected. One relationship can change your entire trajectory—but only if you show up with authenticity, consistency, and a willingness to listen more than you talk.

6. Adaptability Isn’t a Perk—It’s the Standard
“Adaptability isn’t a skill anymore—it’s the baseline for survival.”

Rigid mindsets are already extinct. The people winning today—and tomorrow—are those who can pivot, learn, and lead without needing a manual.

7. Every Room Is a First Impression
“Every room you walk into is a first impression you either win or waste.”

You don’t get to control when opportunity shows up—you only control whether you’re ready for it. Appearance, presence, energy—it all matters more than you think, and it starts the second you enter the boardroom, breakroom, or the golf shop!

After 52 episodes, one thing is crystal clear:

Success doesn’t come down to luck, natural talent, or timing.

It’s discipline in how you think.
It’s speed in how you adapt.
It’s intentionality in how you build relationships.
It’s courage in how you lead—especially when it’s uncomfortable, inconvenient, or invisible.

The next 52?  We’re just getting started. 

Subscribe to Leadership on the Links on your platform of choice. New conversations. Higher standards. And an improved host.

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About The Author

Tyler Bloom is the founder of Bloom Golf Partners. A former golf course superintendent and turf professional, Tyler’s love of all things golf began at the age of six when he stepped onto the course for the first time.

Tyler has an Executive Certificate in Talent Acquisition from Cornell University and a degree in Turfgrass Science from Penn State University. With 20 years of experience in the golf and turfgrass industry, Tyler has worked directly with reputable club leaders at some of the most prestigious clubs to place over 300 professionals in executive and management level positions throughout the United States.

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

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According to our 2025 Golf Course Superintendent Employment Trends from assistant superintendents in the field paints a clearer picture of what really drives career decisions—and it’s more about culture, consistency, and leadership than location or name recognition. There’s a lot of talk about employer branding to the point of exhaustion, but really comes down to this.

Employer branding is about reach and results, which creates your reputation. It’s taking who you already are and packaging it in a way that builds trust, scales your impact, and creates opportunities not only for your members, but your employees.

Fair Pay Is Table Stakes—Not the Whole Table

Let’s be real: everyone wants to be compensated fairly. That’s still a top concern. But once the basics are met, other factors quickly take center stage. Assistants are thinking long-term. They’re not just looking for the next job—they’re looking for the right fit.

One of the biggest takeaways? Organizational stability is a dealbreaker. Assistants want to work in clubs where leadership is strong, expectations are clear, and the future looks solid. Being part of a well-run operation matters more than rubbing elbows at a famous course with internal chaos. Prestige and external status symbols doesn’t mean much if the environment is unpredictable.

Interestingly, many assistants said staying close to home or working at a name-brand club weren’t major factors in their decisions. That challenges a long-standing assumption in the industry. It’s not about the logo on your polo—it’s about the environment you’re walking into every day and whether it helps you move forward in your career.

Culture Counts

Workplace culture is another key driver. People want to feel like they belong and that they’re set up to succeed. Clubs that foster professional development, encourage collaboration, and promote strong mentorship from the superintendent are far more appealing than those that don’t—regardless of their reputation or location.

Employers are doing a good job in areas directly related to job execution, such as maintaining safe working conditions, providing the necessary equipment, and ensuring employees are well-prepared for the physical demands of the job. Workplace safety protocols, training programs, and investments in high-quality tools and technology have minimized concerns about day-to-day working conditions.

Developing soft skills, communication and networking skills is important to them, more so than technical turf skills. It’s not about perks or flash. It’s about feeling supported, having a path forward, and knowing their efforts are recognized.

Challenges that stick out?

Assistant superintendents are willing to work hard and handle challenges, but when faced with lower compensation against other industries, relentless stress due to the demands of the role, and little flexibility, many begin questioning whether the sacrifices are worth it.

One of the most persistent challenges assistants face as they advance in the profession is the toll the job can take on personal and family life. The role demands long hours, unpredictable schedules, weekend work, and a level of commitment that often clashes with the rhythms of family and personal obligations.

Many assistants spoke candidly about missing birthdays, family gatherings, school events, and even holidays due to work. It’s not just about time—it’s about presence. Being physically and mentally available for partners, kids, and loved ones becomes increasingly difficult when the job constantly pulls you away.

This tension forces many to make tough choices. Some delay family plans. Others leave the profession altogether in search of more balance. And for those who stay, the strain can build quietly over time, leading to burnout or disengagement.

What This Means for Clubs and Superintendents

If clubs want to attract and keep top-tier assistants, they need to look inward. Are you providing a clear direction? Is your leadership consistent? Are you investing in your team’s growth? Are you building a culture people want to be part of?

Because if you’re not, the best talent won’t just pass you by—they’ll leave for clubs that do.

The bottom line: Career decisions aren’t just about compensation anymore. They’re about trust, clarity, and culture. Get those right, and you won’t just attract talent—you’ll keep it.

Looking to improve your recruitment game? Start with the basics:

1. Employee Testimonials – Capture candid moments during member events. People are open, honest, and unscripted. Use it.
2. Real-Time Feedback – Managers should share positive comments from members with their teams. Recognition fuels morale.
3. Social Media Spotlight – Show the behind-the-scenes. Golf course crews, banquet staff, or the pro shop team—everyone has a story.

This isn’t about flashy campaigns. It’s about showing the heartbeat of your operation.

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

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About The Author

Tyler Bloom is the founder of Bloom Golf Partners. A former golf course superintendent and turf professional, Tyler’s love of all things golf began at the age of six when he stepped onto the course for the first time.

Tyler has an Executive Certificate in Talent Acquisition from Cornell University and a degree in Turfgrass Science from Penn State University. With 20 years of experience in the golf and turfgrass industry, Tyler has worked directly with reputable club leaders at some of the most prestigious clubs to place over 300 professionals in executive and management level positions throughout the United States.

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

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One of the key insights we’ve gained from over 300 search projects is the growing gap in the skills and experience of the next generation of golf course superintendents largely attributed to the lack of workforce.

As new technologies emerge to help offset labor shortages and increase efficiency, agronomic consultants, project management experts, and management companies have become key players in bridging this gap. These are not just solutions to a talent shortage—they’re attempts to fill a deeper talent gap in the industry.

This gap is not due to a lack of effort, and often can be overcome with ambition, strong mentorship and the right environment. There is certainly strong talent within industry, so don’t misrepresent.

However, societal pressures have placed a premium on soft skills like emotional intelligence and communication, while the immediate need for leadership has pushed assistants into supervisory roles before they’ve fully developed the necessary technical expertise.

Today’s assistant superintendents are navigating increasingly complex environments: managing staffing shortages, meeting heightened expectations due to growing participation and capital investments, and balancing day-to-day responsibilities with broader career ambitions. These pressures are compounded by the growing demand for a broader skill set that includes leadership, financial management, and strategic decision-making.

The demand for more well-rounded leaders is valid, but it often comes at the expense of the technical mastery required to perform the job effectively.

When we asked assistant superintendents in our 2025 Golf Course Superintendent Employment Trends Study to prioritize skill development, they ranked soft skills (53%) higher than technical expertise (20%) as the most important skill to their career success. Key areas within soft skills include:

• Leadership and team management
  
• Interpersonal and organizational communication
  
• Financial planning and budgeting

While these skills are crucial for career advancement, a word of caution: today’s assistants cannot neglect the very technical knowledge that is the foundation of successful superintendent leadership.

Observations from the field

Given our extensive interview experience, research and benchmarking of assistant superintendents capabilities, around the four-to-six-year mark in their careers, assistant superintendents often hit an inflection point.

Adept at using data for decision-making, and comfortable in operational roles like scheduling, task-oriented planning and quality control. But when it comes to deep technical expertise—whether in equipment operation, irrigation programming, drainage planning, or turfgrass management—they may have not developed entirely with confidence.

Think of it like this: an assistant at this stage is like a co-pilot who’s spent years flying short trips—they know the controls and can handle routine tasks, but when turbulence strikes, they lack the deep technical training that veteran pilots rely on to navigate emergencies. They can keep the plane in the air, but they don’t yet have the muscle memory to land it in a crisis.

According to our study, assistant superintendents today are looking to lead, not just manage tasks. Even when exploring continued education and on-the-job training, soft skills training ranked as the top choice over technical turf skills, monthly coaching from an experienced supervisor or industry expert, and industry conferences.

I’ve yet to conduct a golf course superintendent search where course concerns or failures weren’t, in some way, linked to deficiencies in these core technical areas. Whether it’s poor course conditions, turf health issues, lack of proper construction methods, improper chemical programming, water management auditing, or failure to adapt to environmental challenges, technical expertise is essential for maintaining the product that drives a club’s reputation.

While clubs are supporting growth in leadership and communication, there’s far less patience for repeated failures in course conditioning. At the end of the day, the golf course is the product—and if it suffers, so does the superintendent’s standing.

Create balance with on-the-job training

To bridge this development gap, it’s crucial to balance the growth of soft skills with a continued focus on hands-on technical training. Assistants should be more deeply involved in spray programs, irrigation audits, equipment maintenance, and project planning. They need to be rotated through “deep dive” technical experiences with seasoned technicians and architects, and given ownership of projects that link technical execution to strategic outcomes.

Simultaneously, exposure to member communications, time management, budgeting, and GM shadowing should be prioritized. Regular conversations about goal setting, delegation, leadership development, and networking will ensure a holistic approach to their growth.

The next generation of superintendents must not be led to believe that soft skills can outweigh a strong foundation in agronomy. Neglecting technical expertise will not only limit their development but also create long-term challenges for both the individuals and the clubs they serve.

If you’re in need of further insight and best practices to help your assistant superintendents or on-the-job training programs, 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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Bloom Golf Partners has added Rachel Ridgeway as a search executive and HR consultant. The strategic addition will strengthen Bloom Golf Partners’ ability to provide talent acquisition and organizational development services in the golf and hospitality industries.

With 13 years of specialized human resources experience, including the past eight in the private-club sector, Ridgeway has a proven track record of recruiting top leadership, fostering high-performing teams and implementing forward-thinking HR strategies that drive business success. Her expertise spans multiple industries, including manufacturing, casino and private clubs. A certified Society of HR Managers Professional (SHRM-CP) since 2018 and Lumina Learning practitioner since 2023, Ridgeway possesses a deep understanding of how to align talent with an organization’s long-term vision.

As a key player in executive recruitment, Ridgeway has successfully placed leadership roles essential to club operations, including directors of finance, controllers, executive chefs, golf course superintendents, assistant general managers and human resource directors. Her ability to strategically match professionals with the right club culture and operational goals ensures that clubs remain competitive in an evolving industry.

“We are thrilled to welcome Rachel to Bloom Golf Partners,” Bloom Golf Partners founder Tyler Bloom said. “Her ability to attract and develop top talent while strengthening workplace culture aligns perfectly with our mission to support clubs in building high-performance teams that drive success. With her expertise, our clients will gain invaluable insights into workforce optimization, leadership development, and organizational effectiveness.”

Beyond recruitment, Ridgeway is a catalyst for workplace culture and leadership excellence. She has defined core values, strengthened employer branding, and driven engagement through employee engagement, development and performance management programs. Her leadership development initiatives—peer groups, Lumina Spark workshops and executive retreats—enhance collaboration and elevate performance.

Ridgeway’s expertise extends to board and governance strategy, where she actively shapes policy, leads self-evaluation initiatives, and contributes to board and committee effectiveness.

“I am excited to continue my partnership with Tyler as a search executive and HR consultant with Bloom Golf Partners,” Ridgeway said. “Having worked with him for several years on superintendent and assistant searches, I have great respect for his deep industry knowledge and ability to identify top-tier talent. With my years of experience in strategic human resource management and a strong passion for the industry, I look forward to supporting clubs in all aspects of their staffing needs—from
executive search to talent development and organizational growth.”

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

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

Book a Talent Strategy Call