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In the latest episode of Leadership on the Links, we were thrilled to host Eric Schultz, whose career journey and industry insights provide valuable lessons for golf professionals and enthusiasts alike.
Eric Schultzâs journey and insights provide a wealth of inspiration for anyone in the golf industry. His emphasis on relationships, empathy, and collaboration, combined with his personal anecdotes, make for a compelling and insightful episode.
From Humble Beginnings to Prestigious Clubs
Eric Schultzâs career path is a testament to the unexpected twists that can lead to success. Growing up in Buffalo, NY, with no prior golfing background, Eric initially ventured into various sales and teaching roles. It wasnât until he discovered his passion for the golf industry that his career truly took off. Eric shared how he navigated his way through the golf world, including stints at renowned clubs like Pine Valley, and ultimately found his role as the Director of Golf at Colleton River Club in South Carolina.
Eric described his pursuit of a role at Pine Valley where he wasn't actively pursuing the opportunity, but was recommended by the head pro at his club in Florida who had worked at Pine Valley previously. The interview process was informal - he was just told to wear a tie and if he got the job, he'd be the only one interviewing. Pine Valley saw something they liked in him despite his lack of experience.
His story is a reminder that sometimes, the journey to our true calling is filled with diverse experiences that shape who we become. Ericâs transition from a non-golfing background to a leadership role in the golf industry illustrates how passion and perseverance can pave the way to achieving oneâs career aspirations.
The Power of Relationships in Golf
One of the standout themes from our conversation with Eric was the importance of building and nurturing relationships within the golf industry. Eric emphasized that strong, authentic connections with everyone from superintendents to assistants are crucial for success.
At Colleton River Club, Eric has worked diligently to create a warm, supportive environment. He believes in developing his team members and fostering a culture where everyone feels valued, even if they eventually move on to new opportunities. This approach not only enhances team morale but also contributes to a positive and collaborative work atmosphere.
Eric focuses on consistency and routines like high performers do. He gives a lot of autonomy to his assistants to make decisions and fail, as long as they learn from it. He tries to understand their goals and enable them to move up in their careers, whether in golf or outside of it.
Handling Challenging Course Conditions
In a thought-provoking segment, Tyler presented a scenario where members were pressing the superintendent about less-than-ideal course conditions. Ericâs advice for handling such situations was grounded in empathy and open communication.
He highlighted the importance of understanding the concerns of all stakeholders and working collaboratively to address issues. Eric recommended a problem-solving approach that involves both the golf and agronomy teams, ensuring that solutions are effective and mutually agreeable.
Identify the source of the issues through open communication between golf and agronomy leaders. Clearly explain the reasons behind the problems to members. Develop an action plan and get member buy-in. Invest time to have in-person conversations to turn members into supporters.
Soundbytes:
"You've got a network of people that you can call on, you have this fraternity of people that you just want to be with and the best of the people that like yourself, you get jazzed up to talk to you you hang up the phone inspired to go to the next thing." 10:37-11:00
"The best professionals inherently have some of the softer skills early on. We can train the hard skills. The best that we hire have the ability to smile and have good soft skills, even if their hard skills are still developing." 33:22-3:50
"The movers and shakers all know each other one way or another. Itâs all interconnected. The power of three: even if you impact one person, they know three others, and so on. The networking power in this industry is profound." 42:50 - 43:05
Quotes:
"Whether I was inspired to stay in it because I kept moving to the next spot, the responsibilities became more, and I spent time with people who I loved and with I loved."
"I think there's a lot of laziness around leadership and maybe part of the problem why we have a shortage or went through a period of shortage and people getting enrolled is because we weren't doing a good job encouraging people and nurturing talent."
"Building relationships is about finding common ground. Ask about their family, where they went to school. Spending time around the golf shop, asking for a golf lesson, and engaging in the game helps in building better relationships."
"The best superintendents and people on the agronomy side that I've seen that network with the golf professionals have some ability to play and fast forward that and say, you know, what does a general Saturday look like? Well, it's mow and go. Well, what does mow and go turn into mow and play with the nine hole, you know, the nine o'clock game and you did that once a month."
Links Mentioned in This Episode:
Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Connect with Eric on LinkedIn: https://www.linkedin.com/in/eric-schultz-3b687443/I
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Courtney Trimble, a former college golf coach, shares her journey of starting a recruitment service for women in the golf industry. She saw a need to help college golfers transition into careers in the golf space and connect them with organizations looking to hire. She helps candidates find employment and provides career development opportunities.
Courtney emphasizes the unique skills that college golfers bring to organizations and aims to build their confidence and help them map out their career paths. She also highlights the importance of the relationship between golf course superintendents and players, as well as the hard work that goes into maintaining golf courses.
From College Golf Coach to Recruitment LeaderCourtney Trimbleâs career trajectory is nothing short of inspiring. Starting as a college golf coach, Courtney developed a deep understanding of the challenges and opportunities faced by athletes as they transition into their professional lives. This experience laid the foundation for her recruitment business, where she focuses on helping former college athletes find the right career paths.
Initially, her business primarily focused on matching candidates with employers, often leveraging the unique qualities and discipline of former athletes. However, Courtneyâs vision for her business has expanded significantly, leading to the integration of new services and programs aimed at enhancing career development.
Evolving the Business: Career Development and EducationOne of the most exciting aspects of our discussion was Courtneyâs announcement that her business is transitioning to include more comprehensive career development and education services for candidates. She recognizes that simply matching candidates with job opportunities is no longer enough in todayâs competitive market. Candidates need guidance and resources to help them understand their fit for different roles and industries.
Courtney is particularly focused on providing a roadmap for candidates, enabling them to assess their strengths, align them with career opportunities, and ultimately find positions that are not only a good fit but also fulfilling. This approach reflects a growing trend in recruitment, where career development is becoming an integral part of the process, offering candidates long-term support and a clearer path to success.
Expanding Services: Virtual Career Fairs and Building a TeamTo support her expanded focus, Courtney has introduced virtual career fairs, providing candidates with more accessible platforms to connect with potential employers. This shift has allowed her to reach a broader audience and offer more dynamic opportunities for both candidates and employers.
Additionally, Courtney is in the process of building a team to further formalize and scale her career development programs. This move will not only enhance the services she offers but also ensure that candidates receive personalized support and resources tailored to their individual needs.
Soundbytes:
"For us, it's about giving people the confidence to recognize their strengths. We help them understand their interests, their background, and their degreeâwhat they bring to the tableâand remind them that organizations will teach them the specific skills they need. You don't have to have all the answers; you need the intangibles. That's what employers are looking for. They'll train you on the product or the organizational structure, but it's crucial to know where you fit and where to start."
"I've really enjoyed getting to know the turfgrass side of the golf business. I'm a huge fan not only of the people but also of the organizations involved. I've formed some great partnerships with those in agronomy and turfgrass, and I've discovered some amazing opportunities in that space. It's been fascinating to learn about this aspect of the industry."
Quotes:
"We started with virtual career fairs and morphed into a full-blown recruitment service." "Helping college golfers get down the path and figure out their intangible skills." "Virtual career fair is like speed dating, bouncing around to different booths" "I think when I was playing myself, I thought to myself, oh my gosh, who's going to hire me? I don't have any experience other than golf and I was in my early 20s when I said that and I was having a conversation with my older brother. He's like, plenty of people are going to hire you. And this is why, you're an athlete, this, you're playing golf, this, you're motivated, all these things." "I think it's really important for superintendents and for the other side, the pros and the coaches and the people that are involved with the course conditions. It's like it's a working relationship for everybody. when you have that working relationship with your superintendent, everybody wins."Links Mentioned in This Episode:
Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Fore Hire: https://www.forehireus.com/
Connect with Courtney on LinkedIn: https://www.linkedin.com/in/guy-cipriano-434686a7/
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Guy Cipriano has served as editor-in-chief of Golf Course Industry magazine since 2014. The interviewer becomes the interviewee in this revealing listen about the birdies, pars, and bogeys of industry management that he has chronicled during his decade atop one of our sportâs leading publications.
Cipriano started playing golf as a teenager after his father took him to the 1994 U.S. Open at Oakmont Country Club near Pittsburgh. He had become a successful sports writer in Pennsylvania when he realized how much he missed being on a golf course, so he started volunteering in the maintenance department of the Penn State University courses under superintendent Rick Pagett. Curiosity led Cipriano to take home copies of Golf Course Industry from the facility, and soon after he was able to combine his love of golf with his journalism degree from Indiana University as a writer and eventual editor for the magazine.
These days, Cipriano oversees all aspects of the magazine and website while leading a staff of 13 editors and contributors. The B2B publication covers golf course maintenance, architecture, and construction, and he leads panel discussions at several industry conferences each year.
Taking a turn in the hot seat, Cipriano dishes on the common elements heâs observed among successful venues, the ramification of increasing course maintenance costs on course revenues and labor, tips for dealing with the media, and more in this candid conversation with Tyler.
Common Traits of Successful Operations
Cipriano has visited golf facilities at all levels, from elite private clubs to mom-and-pop public courses. The best-run courses share one thing in common: a focus on people.
He broke that down as follows:
Customer recognition. Course managers realize theyâre producing a product to serve a customer. Leadership development. Itâs assumed that employees have the technical skills to do their jobs. They flourish by thinking about their teammates and the customers: what they want, what they need, what causes them pain. Culture. Itâs a fabric woven throughout the operation. The best leaders treat their staff members like family. Proactive communication. The best superintendents ask questions, visit owners and directors regularly, and subtly sell the stories of their various departments.How Will Courses Manage Costs as Inflation Continues to Soar?
The recent economic trends, including the increase in money supply and rising costs, have led to a noticeable decline in the purchasing power of the dollar. This inflationary pressure has affected nearly every industry, including the golf course sector. How has the rising cost of goods, services, and labor influenced the operations, maintenance, and overall financial health of golf courses?
The average maintenance budget for a golf facility eclipsed $1.1 million for the first time this year in Golf Course Industryâs annual survey of superintendents, which Cipriano said has been conducted for the last 13-14 years. A post-Covid boom, which saw 86% of courses break even or turn a profit in 2023, could be coming to an end as golfers and their families deal with higher prices for their must-haves, leaving less for discretionary spending.
âAt some point, the consumer is going to push back and say, âI canât afford this,ââ Cipriano said.
A bust could challenge superintendents to fulfill capital projects and manage staffing amidst a changing labor market.
Donât miss this episode of Leadership on the Links with Guy Cipriano, where we dive into how golf leaders are gearing up to tackle these challenges.
Soundbytes
11:33-12:37
âThe biggest part of golf is dealing with people. And I know that this maybe is kind of counterintuitive to some of the people that we deal with and the people that are trying to fill positions in the golf industry, but if you can, at an early age, get a job where youâre front facing with people â whether it's as a caddy, or a clerk, or an Uber driver, or even a sports writer â I think thatâs going to help you later in life as your career progresses. I wouldn't trade my caddying memories for anything, Tyler.â19:10-19:45
âI think the cost of golf and the cost of golf operations, Tyler, is going to be a huge story theme in 2024. Are we at the point now, where some of this is becoming financially unsustainable? Everyone knows that the second half of 2020 and the last three years were just mega years for golf. But are we going to reach a point where you canât raise membership fees, you canât raise dues or initiation fees high enough to cover the cost of operating and maintaining a golf course. I think at some point, somethingâs going to have to break here.âQuotes
âI think thatâs a pretty valuable lesson to hear. There are a lot of people that want to work golf course maintenance that maybe do something else for a living and not necessarily want to make a career out of it. And if you could find a way to work around their full-time schedule and give them an opportunity, theyâll do good work for you.ââIf youâve been to enough [golf facilities], you know within about 30-45 minutes if thatâs a place that you want to spend your time at â whether thatâs as a member or somebody that wants to work at that place. Itâs pretty easy to see what places have good cultures.â
âThe financial acumen that a superintendent needs to have will probably never be greater than when we get to this budget cycle here in the second half of 2024. And thatâs tough, because you want to be out there with your team, right?â
âI make it a point of taking it upon myself to be seen with the key decision-makers in my line of work. And I know sometimes club structures make that a little bit tougher, but that's being a leader there â subtly selling your department. Because if you can humanize what you do, youâll probably have a better chance of getting that increased budget or keeping somebody on your staff that may have another job opportunity.â
âEquipment managers and assistant superintendents are the toughest positions to fill on the maintenance side of the golf industry. So if Iâm somebody thatâs responsible for the big picture of the club, Iâm going to make it a point to get to know those people.â
âYou can never assume that anybody knows your story. Iâve been to clubs where theyâve said, âOK, we donât need publicity. Everybody knows who we are.â Really? And these are clubs that donât have every position filled or canât hire people or canât hire an assistant superintendent.â
âThe most innovative thing that has changed the golf industry in my time covering it is the people with different backgrounds that have come into the industry and have been able to rise through the ranks of golf course maintenance departments.â
âI work in the media, but I am very distrustful of the media.â
Links Mentioned in This Episode:
Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Golf Course Industry Magazine: https://www.golfcourseindustry.com
Connect with Guy on LinkedIn: https://www.linkedin.com/in/guy-cipriano-434686a7/
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Throughout her marketing career, Meredith has gained key insights into the world of golf and what it takes to connect with people in this industry.
Before starting her own marketing business, Meredith worked in golf course events and marketing where she met her husband, Tyler Otero. Meredith also has a background in real estate marketing, giving her a unique perspective in her current career.
In this episode, Meredith shares her tips for posting on social media for a golf course, how women can navigate a career in this industry, and other insightful marketing and career advice.
Forging Your Own Work-Life Balance
Many of us can agree that while family comes first, itâs not always that simple with a demanding career. Thatâs why Meredith took it upon herself to forge a career based on her skill set and desire to have the flexibility she wanted as a mother.
Meredith enjoyed her time on the golf course and building connections in the real estate sector, but she found her true calling in marketing consultation, which allowed her to work remotely. Throughout her career, she successfully leveraged these connections to establish a solid foundation for her own business.
Using Social Media for Different Needs
Every social media platform has its strengths. For Instagram, golf courses can highlight any photos or videos they have, as it is a more visual platform. For LinkedIn, golf industry professionals can connect with one another and show they are open to new opportunities.
No matter the platform, itâs essential to be mindful of your golf courseâs policies, especially regarding member privacy. Every course is going to have its own rules and nuances to follow.
Leveling the Playing Field
Meredith speaks upon the importance of treating everyone with respect, no matter their level or seniority. One way she and Tyler do this is through the â10-second rule.â Essentially, if you can do it in 10 seconds, you should do it yourself rather than calling over a staff member to do it for you.
This could include picking up a piece of trash or answering a memberâs one-off question. No one should be above the goal of a golf course, which is to make sure guests are having an enjoyable, safe experience.
Filling Your Cup as a Woman
As the industry evolves, it is becoming even more welcoming to women who wish to have a career in golf. Meredith advises women who are getting started to find people in the industry who fill up their cup, meaning people who are uplifting and encouraging.
Another sound piece of advice is to connect yourself with like-minded people. You never know who you may be able to lean on or seek mentorship from.
Enjoy this episode with Owner of MET Marketing LLC, Meredith OteroâŠ
Soundbytes
28:06-28:25
âYour career could change in an instant, you could be pulled from one place and one thing and placed in another any day at any time. I hate to say it but almost just expect the unexpected. And I feel like I've seen that firsthand, many times, and you're never prepared for it. But, you almost have to [be].â
31:39-31:56
âThere's always someone to lean on. I think that's a great part of this industry, whether that's through these networking events or finding it leaning on a mentor of sorts. There is always somewhere to go to continue your path.â
Quotes
âThere's a lot of amazing people to connect with and a lot of opportunity within, but I shifted my skill set and my experience to basically a remote role and to offer what I can do.â
âI think that's important to not settle and continue to meet people and find ways to stay involved in something you love.â
âRegardless of what position you hold, you do have an impact.â
âWhether it's the servers, or your floor management, or your directors just, make a point to connect with all levels of the operation in some way.â
âI've always been pleasantly surprised at how well I've been received in terms of what I can bring my skills and things like that as a woman in the industry that I was always welcomed.â
Links mentioned in this episode:
Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Connect with Meredith Otero on LinkedIn: https://www.linkedin.com/in/metmarketingllc/
MET Marketing LLC: https://www.instagram.com/metmarketingllc/ -
Get an inside look into the NYSTA Apprenticeship Program from former student and industry pioneer, Ryan Bain.
Ryan is an Assistant Golf Course Superintendent at Noyac Golf Club in Long Island, New York. As someone who entered the golf industry with no formal experience, Ryan became a huge proponent of the New York State Turfgrass Associationâs (NYSTA) Apprenticeship Program â a mutually beneficial program for an industry struggling to find qualified talent and candidates who need a foot in the door.
Prior to embarking on his golf industry career, Ryan earned his bachelorâs degree in marketing, with the aspiration to work for Major League Baseball. After graduating and trying a stint in insurance and then landscaping, Ryan was at a crossroads in his career.
Discovering he could combine his love of sports with the joys of working outdoors, Ryan pivoted to applying to golf courses, as he realized there was more room for growth in this field.
In this episode, Ryan Bain shares his experience as the first NYSTA apprentice and how he got his breakthrough into this industry.
Itâs Never Too Late to Make a Change
As a college graduate, many people feel tied to the degree they earned. However, once entering the âreal world,â you might realize that your destined path isnât the right fit for you.
Exploring your interests can often lead you to new paths and connections. Even if you donât have textbook qualifications, a true interest and passion for the golf industry can go far. Oftentimes, you may find new opportunities, like in Ryanâs case an up-and-coming apprenticeship program, that will get you the knowledge you need and lead you in the right direction.
Learning Requires Doing and Studying
What makes an apprenticeship program so enticing is that it gives aspiring superintendents a chance to learn the how and why behind what they do. Ryan got the hands-on experience of working at a golf course coupled with the education to put his work into perspective.
By maintaining a balance of work and study, you can get more out of your program. The key is good time management and a desire to succeed.
It Is a Small World After All
When entering a new industry, you might feel like a small fish in a big pond. With the world of golf, you soon realize just how tight knit and connected the industry actually is. In reality, you are only two or three degrees of separation from many of the greats and big kahunas in golf.
By introducing yourself and connecting with others, you can quickly accelerate as a professional in the field. Itâs also a great way to learn and meet new people.
Enjoy this episode with Assistant Golf Course Superintendent, Ryan BainâŠ
Soundbytes6:09-6:36
âIt kind of just clicked in my head at one point that this route is gonna kind of give me everything I'm looking for, it's gonna give me the sports background, it's gonna give me an outside work environment where I'm not sitting at a desk in an office for 10 hours a day. It was really, it was exactly what I was looking for. It just took myself processing that and understanding that to take that leap and do it.â8:03-8:17
âI see applications come in. Some of them are completely unqualified, but some of them are just young people that are looking for a job, they're not necessarily looking for a career, they may not even know that they can make a career out of this.âQuotes
âI did not understand quite how connected the whole industry was. The industry is so so much smaller than you think it is from the outside.â
âIf a company, a golf course, or anyone is thinking of getting somebody into this program, they're only going to get a better employee back from it.â
âI found myself kind of at a standstill career wise, I didn't think I was gonna have too much of a higher ceiling than where I was at if I stayed doing that.â
âMost of the time, I'd find employers don't even follow up.â
Links mentioned in this episode:
Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Noyac Golf Club: https://www.noyacgolfclub.com/
Connect with Ryan Bain on LinkedIn: https://www.linkedin.com/in/ryan-bain-ab69a2166/
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What sets good superintendents apart from great ones is their business ability. The most successful superintendents bring a higher-level thought process to their leaders, club members, and team. Patrick Michener shares how you can become that irreplaceable leader.
Patrick has been the Superintendent at Bidermann Golf Course and Vicmead Hunt Club since January 2019. Prior to that, he was the Golf Course Superintendent at the Country Club of York in York, PA for six years. A graduate of Penn State University with over 20 years of experience in the turfgrass industry, Patrick has crafted his leadership skills at Aronimink Golf Club and Bidermann Golf Course. He currently serves on the PAGCS board and as a GCSAA Grass Roots Ambassador.
Executive-Level Leadership
As a superintendent nowadays, turf management skills are a given. What sets you apart from others are your leadership and business abilities.
If you want to demonstrate your executive style thinking, stay ahead of club operations. If you know your GM is going to ask for a budget spreadsheet, make sure youâve finished it before they even ask, and always know where youâre at in terms of capital.
Lastly, work on your communication skills. Learn to enjoy presentations so you can showcase what youâre doing to improve yourself, your operations, and your team. Take continuing education seriously and go beyond the expected turf management classes. Look for ways to expand your thinking, and invite other experts or mentors to provide a different perspective.
Building a Great Team from Within
Like many superintendents, Patrick had a hard time filling entry-level positions. Job postings were fruitless. But instead of being a victim of the circumstances, he decided to take responsibility for the hiring process.
Patrick shifted his focus from constantly rotating and training new staff to internal talent development. He knew if he could find a way to consistently bring in good people and keep them over time, the club would be much better off.
These days, everyone at Bidermann is on a track somewhere, whether itâs working toward a degree or certification or just their next job up the ladder. The result is a more consistent, skilled workforce.
Enjoy this episode with Patrick MichenerâŠ
Soundbytes9:42-10:05
âOur department is much more than just keepers of the green or caretakers. The science thatâs involved with turfgrass, the financial aspect, the business aspect, and most importantly, the leadership aspect. Weâre a significant portion or maybe even the most significant portion of a club that helps with the operation.â16:33-16:56
âWe always talk about nowadays with the superintendent that turf management skills are all table stakes. You either have them or you donât, and if youâre at that superintendent level, itâs likely that you have them. So then whatâs the difference or whatâs going to separate you from others?â
QuotesâI've always felt you get out what you put into the industry.â
âI love this job, I love what I do, I love the artistic aspect of it, the turf management aspectâŠbut most of all, I really love developing the people that work with me and are on the leadership team day in and day out.â
âI think every superintendent has it within them to bring that executive-level presence.â
âBe as communicative as possible. Through good communication, all things are possible.â
âEverybody is really just a flower waiting to bloom, is one thing I was told many years ago. Does everybody bloom? No, but many do if theyâre put in the right circumstances. I just try to put people in the right positions to be successful.â
Links mentioned in this episode:Connect with Patrick on LinkedIn: https://www.linkedin.com/in/patrick-michener-77623591/
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We are excited to introduce our very own Administrative Manager, Mary Maloney, on this episode of Leadership on the Links!
Mary provides essential administrative support to the Tyler Bloom Consulting team, along with assisting in our recruiting efforts and marketing channels.
Prior to working with Tyler Bloom Consulting, Mary worked in manufacturing before pivoting to a career in recruiting. Mary is tied to the golf industry through her husband who is a Field Staff member for the GCSAA, and grandfather who is a golf course architect.
In this episode, Mary gives examples of having an open mindset when selecting candidates for your roles and the benefits of this hiring approach.
Education Isnât Everything
While having a degree can be an important qualification for a job, itâs not everything. When hiring for your golf course, itâs important to heavily consider a candidateâs experience. For instance, while someone might not have the perfect educational background, they could have been working at a golf course since they were 16 and gaining knowledge through hands-on experiences.
If you find someone who is a good fit, they can always gain the education they need through additional schooling or hands-on training after they are hired. By giving unconventional candidates a chance, you are widening your candidate pool and improving your chances of hiring someone great.
Culture Is Essential to Success
Before the hunt for your next employee even begins, itâs important to define your company culture. This way, you can ensure the candidate you select is going to mesh well with your team.
In order to attract people who fit your culture, you want to showcase what your golf course is all about to candidates. Show people what they can expect when they walk into their interview or first day on the job.
Keep your website up to date and include plenty of photos of your facility. Even using social media to highlight your other team members is a great way to show your workplace culture.
Networking Is Key
As many people know, the golf industry tends to be male dominated. However, there are plenty of women who find success in this field as superintendents and in other leadership roles.
For women trying to break into the industry, Mary strongly encourages them to network. Whether it be attending golfing events, joining online groups, sending messages to fellow professionals on social media, or any other means of surrounding yourself with people in golf, networking can help you get your foot in the door.
Enjoy this episode with Administrative Manager, Mary MaloneyâŠ
Soundbytes11:17-11:28
âI think that people forget that, like you said, people are, âoh, you get to work outside, how fun?â Yes, it's nice, and you're not bored at a desk, but it is a very demanding job.â14:19-14:46
âI think it's important when you are home to be present with your family. Make sure you allow that time. Make sure you have all of your ducks in a row on the course and have people who you trust on the course when you're not there, so you can enjoy that time when you're at home.âQuotes
âIf you're okay to explore, not having that one specific thing, you might end up with the perfect candidate.â
âYou do need to have a passion in this industry to further your career and get to those top-level positions and clubs.â
âI know itâs kind of cliche, but network network network.â
âHe's not that patient of a man in real life. But, for some reason on the golf course, he's very patient and very fun to play with.â
Links mentioned in this episode:Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Connect with Mary Maloney on LinkedIn: http://linkedin.com/in/mlmmaloney
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A great leader knows how to get the most out of their team. Eric Materkowski is an expert in building strong team cultures that increase productivity and create supportive and innovative work environments on the golf course.
Eric received his Turfgrass Management degree from Ohio State ATI and has been a golf course superintendent for 28 years. He recently finished his 10th year as Golf Course Superintendent at St. Clair Country Club. Before St. Clair, he was the Golf Course Superintendent at Wildwood Golf Club, Green Oaks Country Club, and Armco Golf Club.
Getting Involved in the Industry
Eric has served in various roles on the board of the Greater Pittsburgh Golf Course Superintendents Association since 2006. Being part of the board forced him to learn fast and embrace new opportunities.
Relationships and networking are essential in the golf industry, and a board position is a great way to make new connections. Donât underestimate the value of having someone to call and ask questions when you feel stuck.
Bringing the Best Out of Your Team
At St. Clair, everyone on the team has designated roles but is encouraged to work together. Eric advises anyone in a leadership position to create a welcoming team environment.
Get to know the frontline workers and groundskeepers, and encourage assistants to do the same. Not only does this promote a better working environment, but it will give you more confidence to advocate for your team in board meetings.
Be patient with new hires. A great training and onboarding program goes a long way toward avoiding mistakes, so make sure groundskeepers have all the information they need before going out on the golf course. Lastly, remember that you were in their shoes once. Everyone has a first day.
Get to know your new hires and interns, and be as involved as possible in the hiring process. Recruiters and GMs value a leader who knows how to build a great team.
Enjoy this episode with Superintendent Eric MaterkowskiâŠ
Soundbytes6:04-6:41
âIt starts with a good membership thatâs supportive and wants to see their golf course be really good. So it starts there. And then I think itâs just working with the right group of people, having the right team here, giving them the results they expect. If we have a goal, exceeding their expectations a little bit. When they see you really care and you put the time in, and again having a great team around you, itâs pretty easy for them to support you.â27:30-27:48
âI think itâs really important if the schedule works out that people go out and play and appreciate their work. And I think it gives us some credibility when weâre setting up the golf course everyday if we have an understanding of the game. I donât think you need to be a three handicap, but you need to understand the game.â
QuotesâEverybody had a first day, so treat everyone with respect.â
âNo pressure, no diamonds.â
âI like to pour my energy into the golf course.â
âI think itâs really important if the schedule works out that people go out and play and appreciate their work. And I think it gives us some credibility when weâre setting up the golf course everyday if we have an understanding of the game.â
âThere was a lot of work that went into that before me that made our job a profession and a career, and I think itâs important that people remember that. Superintendents didnât always have offices, let alone a computer.â
âItâs come a long way and I think itâs important to remember that and do our part to take it to the next level.â
âTo be successful in this business, in my opinion, you need to enjoy being a superintendent.â
Links mentioned in this episode:St. Clair Country Club: https://www.stclaircc.org/
Connect with Eric on LinkedIn: https://www.linkedin.com/in/eric-materkowski-926365a
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We are excited to introduce our very own Communications Manager, Mitch Rupert, on this episode of Leadership on the Links!
Mitch facilitates the interview process, interviewing candidates and sharing key takeaways with the hiring managers we serve.
Prior to working with Tyler Bloom Consulting, Mitch worked as an award-winning sports journalist, covering professional sports, Phillies minor league baseball, collegiate athletics, high school athletics, all the way down to the youth-level sports. He incorporates his research and interviewing skills into his daily work with us, ensuring he finds the best candidates for the roles we fill.
In this episode, Mitch shares the importance of having a plan for your hiring process and getting candidates excited about your facility.
If You Put in the Effort, Youâll Get Better Results
While working with a recruiting company is a great way to lessen your workload and streamline your hiring process, itâs still important for hiring managers to be involved for better results.
If you are hiring for a position that is central to your operations, this is especially true. When reviewing application materials and interview recordings, you want to pay enough attention to get a sense of your candidates and chime in when youâre excited about one.
Communication Is Key
Hiring managers need to be communicative of their needs and willingness/ability to be involved in the hiring process when working with a recruiter. By setting the stage before the interview process, both parties can understand their expectations and work together more effectively.
Thatâs why Mitch is always sure to ask hiring managers questions like: What are you looking for in a candidate? How involved do you want to be in the hiring process?
When a hiring manager stays involved and gives their input, they are likely to get better results. Likewise, this ensures that the hiring process meets essential deadlines and milestones.
Itâs Okay to Be Excited!
Mitch finds that candidates often try to act borderline aloof when interviewing. However, he finds that those who are more enthusiastic during the interview tend to stand out more. Itâs good to show that you are passionate as a candidate. This shows you take initiative and have a good attitude.
The same goes for hiring managers. You can be excited about certain candidates and expressive of what your golf course needs. This helps us as recruiters find you the right fit for your roles.
Enjoy this episode with Communications Manager, Mitch RupertâŠ
Soundbytes38:48-39:06
âThis is the most important thing I cannot stress enough. It's okay to be eager and excited when you go into a job interview. I run into far too many people who are just borderline aloof. You know, they show zero excitement.â40:36-41:00
âFrom a hiring manager perspective, I would say, have a plan in place. When you sit down for that in-person interview with a candidate and show them how you can help their career, you know, because I'm going to ask, in my initial interview, what their career goals are and where they want it to go. Show them how you can help them because just about everybody who's involved wants to be a superintendent or wants to be a director.âQuotes
âYou can't glance over resumes or try to do an interview in five minutes, you have to give it the attention it deserves.â
âIf this is a very important part of your operation, you have to give it the attention and the due diligence that it needs to make it an important part of your operation.â
âI don't think we're at a point now where you can ask people to work 65 to 70 hours a week for 30 weeks out of the year and not have repercussions to that.â
âShow people how you can help them get them excited about the job and help get them excited about your facility.â
âNumber one, you have to love working outside number two, you have to love working early mornings.â
âI think that's always been a bedrock of what we've done is try to help people.â
Links mentioned in this episode:
Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Connect with Mitch Rupert on LinkedIn: https://www.linkedin.com/in/mitchrupert/
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Booking entertainment at golf course venues can boost member engagement and revenues. Who better to advise club managers than comedian, magician, and Private Club Radio host Denny Corby?
Corby fell in love with magic as a kid growing up in Scranton, Pennsylvania, and he had an obvious knack for entertainment. After balancing college and work for his parents at their paper supply company (yes, it was in Scranton), the real-life cross between âThe Officeâ characters Michael Scott, Jim Halpert, and Andy Bernard went out on his own to pursue his dream.
Corby is now a successful magician, entertainer, and keynote speaker, performing regularly for large corporate clients, small private clubs, and everything in between. Heâs been featured on Fox and NBC, and heâs produced an instructional DVD, âMagic Tricks Now,â to help you impress your family and friends.
Late in 2022, he became host of Private Club Radio, a podcast delving into the intricacies of private club industry operations and entertainment.
In this episode, Corby dishes on the telltale signs of good and bad clubs, pulls the rug from under the feet of open-admission policies, shares tips from national venues to help smaller clubs, and tries to make a Houdini-like escape from the interviewee chair.
Clubs are One Member Away from Changing, for Better or Worse
The staff at private clubs often operate under the auspices of a board of directors, and many of those are dues-paying members that earn election or appointment. Turnover on the board can fuel turnover on the staff, which can affect member experience.
Sometimes, the whims of just one director can incite significant change.
A solution? Member vetting.
âNowâs the time for clubs to try new things, be a little bit stricter with their membership, because now thereâs a waitlist,â Corby said.
How to Spot a Good Club
Corby has maintained his northeast Pennsylvania roots, but his work has taken him to perform at clubs all over the country. So he sees the same best practices in the better-run clubs.
They include:
Making staff feel important and part of a family. A nickname goes a long way, like the âSquirrel Squadâ at The Country Club in Boston. Marketing your entertainment internally, not just externally. Get the employees as fired up as the members for the upcoming performance. Get to know your members, and bring in entertainers or speakers that match their interests.Enjoy this episode of Leadership on the Links with Denny Corby!
Soundbytes15:13-15:35
âThe really good clubs are their own living, breathing thing. They have a value, a structure. They have their mission, their vision, their personality in terms of a club, and they make sure they get the right person in there. Itâs not just about filling a body and getting somebody in; itâs getting the right person, the right manager.â26:27-26:57
âThatâs probably a big thing, is that itâs OK to fail. Itâs OK to try new things. Youâre not going to lose members because you tried an event and no one showed up. Or because it just failed miserably for whatever reason. No one cares. Granted, in that moment, it might suck. But at the end of the day, it doesnât matter. No one cares. They just want to know and see that their clubs are progressing, trying to be better, and trying to adapt with the changing times, because clubs are behind, I think, in terms of a lot of different aspects.â
QuotesâSo early on, I thought, âOh, Iâm going to put up a website, and people are going to book me.â Thatâs not how it works. Thereâs this thing called marketing, and you have to go out there and do things.â
âWhy do some clubs let everybody in? I didnât realize how much people really didnât vet. Or they say, âYouâre friends with Bill and Dan? Oh, all right. Good enough.â But itâs not just that person, itâs their surrounding sphere.â
âI can tell, almost immediately based on the phone call, how the club show is going to go, meaning how many people are going to show up, X, Y, and Z, and how they promote things.â
âI carry a bag of tricks, so itâs probably a deck of cards.â
âI like when people leave a show, and somebody will ask, âHow was it?â And theyâll say, âYou just had to be there.ââ
Links Mentioned in This Episode:
Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Denny Corby: https://www.dennycorby.com/
Private Club Radio: https://www.privateclubradio.com/
Connect with Denny on LinkedIn: https://www.linkedin.com/in/dennycorby/
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011 | 3 Surprising Traits That Make a Successful Leader with Joe Blackburn
What makes a great leader? Joe Blackburn boils it down to 3 key traits that heâs seen lead people to success time and time again.
Joe is a Certified Financial Planner and Founder of Lionâs Eye Coaching, with a track record of helping clients significantly increase their revenues. He's a former director at Merrill Lynch, where he managed a team of over 140 financial advisors and oversaw billions in assets.
Joe's expertise extends to various industries, including luxury retail and real estate, and he's worked with top executives at major corporations. With 25 years of experience, he's a sought-after national speaker on sales, wealth development, and leadership.
Influencing Others
The best way to lead is by example. If you have a team working under you, let them see you do the work. Keeping your standards high empowers people to be their best. If youâre not happy with the quality of work being done, take responsibility and ask yourself how you allowed this to happen.
When addressing board members, Joeâs advice is to single out the most influential stakeholdersâand remember that the loudest voice in the room isnât necessarily the most important. If youâre making a request, be transparent about who itâs for, why you want it, and what the benefit is.
The 3 Facets of Success
There are 3 key components Joe works on with his coaching clients to help them maximize their potential. The first is your âself-idealâ or vision: how do you see yourself now and where do you want to be in the future? Whatâs the gap between your current self-image and your ideal one? Successful leaders have clarity on this vision.
The second component is goal-setting. You need to hit goals consistently and on time. Joe continuously challenges his clients to expand and aim biggerâto âadjust the floor, not the ceiling.â The easiest way to do this is to compress the timeline. If your original goal was to hit $100,000 in the next six months, aim for $150,000 in three months. Youâll be amazed by what you can accomplish with the pressure of a deadline.
The last facet that all successful leaders have is self-responsibility. Itâs your job to own everything that happens to you, good or bad. Even when certain elements are outside your control, theyâre still within your responsibility.
Enjoy this episode with Joe BlackburnâŠ
Soundbytes
9:45-10:03
âIf you are reasoning or rationalizing yourself into doing what youâre already doing, itâs really against you. So Iâll start asking them and taking them through a series of questions on why it is theyâre doing that and the reason is fear. Complacency and fear.â
10:28-10:51
âThereâs no risk in doing something different versus doing what youâre doing. Bad things can happen in either place. I just think people get in their shells and they start saying âThis is the only thing Iâm good at, this is the only thing I can do, this is the only way I can do itâ. Iâll use you as an example: itâs not that you were afraid but I donât think that you could see how big this could become and how fast it could grow.â
Quotes
âI came to the realization that I didnât have to run someone elseâs play anymore. I didnât have to do what was expected of me.â
âItâs all risk, so why not do what you really want?â
âComplacency is a worse killer than one of these diseases because it erodes you over time.â
â80% of your success relies on clarity.â
âBe unreasonable.â
âYouâre capable of so much more than what youâre doing.â
âWhatever you allow is going to happen.â
âBusiness isnât linear for long.â
Links mentioned in this episode:
Visit Joeâs website: https://realjoeblackburn.com/
Connect with Joe on LinkedIn: https://www.linkedin.com/in/joe-blackburn-4904227/
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We are excited to introduce our very own Operations Manager, Ryan McNally, on this episode of Leadership on the Links!
Ryan has been with Tyler Bloom Consulting just shy of three years now. His focus is on our recruiting arm of services, where he does talent outreach, client and candidate coordination, and background and reference checks. Essentially, Ryan ensures our entire recruitment process is seamless from start to finish. He succeeds in this role due to his commitment to relationship-building and a human-centric approach to recruiting.
Prior to his time here, Ryan worked as a Sales Director at J.G. Wentworth, where he oversaw a staff of 15 and $24 million in sales. After working in sales for nearly 12 years, Ryan switched gears in his career, finding that working with us allowed more opportunities for growth and variety.
In this episode, Ryan McNally shares his key insights into a more human-focused hiring process.
Finding the Right Candidate Isnât So Simple Anymore
Like many industries, gone are the days of simply posting a job online to attract the right candidates for your golf course. Recruiting nowadays requires a lot more nuance and relationship-building.
By hiring a recruiter, you are saving your teamâs time and bandwidth. A recruiter can tap into their network and use their organized process to attract a better pool of qualified candidates. They also have the skills to connect with candidates on a deeper level throughout the hiring process.
The Perfect Candidates Doesnât Exist
While you can find someone who is pretty darn near perfect for your role, itâs important to remember that we are all humans who make mistakes and have more growing to do. Whatâs really important is finding candidates who are passionate about the industry and are eager to do the work.
Recruiters need to move beyond a candidateâs resume and dig a bit deeper to find out what makes them tick. This includes asking the right questions and finding out what they love about the golfing industry.
While on-paper qualifications are great, itâs a candidateâs personality that solidifies whether they are a good match for the job. Even if someone has an unconventional background, their ability to learn may make them the right person to hire.
People Want to Learn From Their Failures
So often, when people are in the midst of their job search they get ghosted, meaning they never hear back from the employer. By reaching out to an unselected candidate with some feedback, you are showing a sign of courtesy and respect that can go a long way.
Who knows, you might find a candidate who didnât work out for one role might be a great choice for another. Remembering the person behind every application can help you foster positive relationships and expand your network. It is also just a kind thing to do.
Enjoy this episode with Operations Manager, Ryan McNallyâŠ
Soundbytes10:57-11:18
âThe idea that youâre going to go on and youâre going to post your job to a job board and get tons of applicants, I think weâve realized that thatâs not the case anymore. Itâs not even just not the case in this industry. Itâs in a lot of industries. So, weâre organizing that process.â13:11-13:28
âI think we just realized that, just like everybody else, there's no perfect candidate, right? And you have to find a way to bring in the people that have the real passion for this industry and want to do it, and it's not easy to find. It takes work, it takes time.âQuotes
âA lot of people find their love for this industry by happenstance.â
âI think there really is something to be said about the idea that you can get that instant gratification for doing something with your hands.â
âHire for someone who has a desire, someone that wants to learn, thatâs open to learning, someone that shows an excitement.â
âI just feel like hiring for someone on who they are, their personality is more important than what's on a resume, everything else can be taught.â
Links mentioned in this episode:
Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Connect with Ryan McNally on LinkedIn: https://www.linkedin.com/in/ryan-mcnally-46b481222/
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We are excited to introduce Golf Course Superintendent and 82nd President of the Golf Course Superintendents Association of America, Darren Davis, on this episode of Leadership on the Links!
Darren has been in the golf industry for 35 years, serving as the Superintendent of the Olde Florida Golf Club for the majority of his career.
Darren sits down with Tyler to discuss his tenure in the golf industry and how he got his start back in 1989. He gives key insights into the status of the industry and how aspiring superintendents can kick start their careers.
In this episode, Darren expresses his love for the industry, sharing why he is eager each morning to get back on the course.
If You Find a Job You Love, You Donât Work a Day in Your Life
While this saying may seem cliché, for Darren, it is mostly true. When he wakes up each morning, he looks forward to watching the sunrise on the golf course and getting his day started. Of course, throughout his 35-year career, Darren has put in the hard work, ultimately paying off and leading to a successful career.
The key to loving your career in the golf industry is remembering your passion for what you do. Whether it is working with people, being in nature, or starting the day with a beautiful sunrise, it is important to appreciate the little things.
Strive for New Goals Throughout Your Career
Even after 35 years in the industry, Darren continues to set goals for himself. This is how he maintains his longevity in the industry and keeps his mindset on the future.
As the state of golf continues to evolve due to pandemics, weather changes, or any other factors, having goals can help you navigate tough times and stay focused.
Teamwork Makes the Dreamwork
Ah yes, another cliché that does have a lot of truth behind it. Darren strongly believes in the power of teamwork, breaking it down into the T.E.A.M. acronym (Together Everyone Achieves More).
By building relationships with your teammates and championing other peopleâs ideas, you can all reach higher limits. A huge component of teamwork functioning is having a strong mission statement and set of values that everyone knows and practices at work. This includes everyone from the CEO to the newest employee.
Be Humble
As you progress through your career, you may be open to new possibilities and achievements. While it is great to be proud of yourself, it is also important to practice a sense of humility.
Those who earn the most respect in the industry are those who know where they came from and who helped them along the way. To this day, Darren continues to speak highly of those who influenced and mentored him.
Enjoy this episode with Superintendent and former GSA President, Darren DavisâŠ
Soundbytes03:44-04:02
âI attribute my longevity here to what I said earlier, this is the passion I have for the industry. I love watching the sunrise on a golf course. I love watching the sunrise anywhere. But I can't wait to get to work in the morning. I've never had that feeling where I just dreaded going into work.â25:44-26:03
âAnd after 31 years, you know, having challenging years and having to be humble, and I really believe that that's a trait that successful leaders have. They are most likely going to be very humble individuals.âQuotes
âIt really is an industry that's more about people than it is turf.â
âYou need to write your goals down and continually update them.â
âWe're going to be more successful as we function as a team together, everyone accomplishes more.â
âI'm a big believer in the saying that you're the author of your own destiny.â
âSetting goals is extremely important in my life.â
Links mentioned in this episode:
Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Connect with Darren Davis on LinkedIn: https://www.linkedin.com/in/darrenjdavis/
Check Out Darren Davisâ Website: https://www.darrenjdavisgcs.com/
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Improve your job search outcomes with these tips Erin Wolfram shares on this episode of Leadership on the Links!
Erin is a Certified Professional Resume Writer (CPRW) and Professional Etiquette Consultant who is the owner of Career Advantage Golf â career consulting services geared toward professionals in golf course maintenance and turf management.
Her business partners with the Golf Course Superintendents Association of America (GCSAA) to provide its members with free resume and cover letter review services, along with additional discounted career services.
Prior to becoming a business owner, Erin worked in career services and career course development. Erin has her B.S. in Secondary English Education from Kansas State University and a Master of Science in Counseling Psychology and a Master of Science in Educational Technology from The University of Kansas.
In this episode, Erin Wolfram of Career Advantage Golf shares insights aspiring superintendents and other golf professionals can use to stand out in their job search.
Demonstrate the Value You Can Bring
After reviewing thousands of resumes, Erin can confidently say many job seekers are very duty and responsibility focused. While this can be a great way to highlight your experience, itâs important to also demonstrate what you have accomplished in previous roles.
Showcasing successful projects, leadership strengths, and tangible results all help differentiate yourself from other candidates. Her advice is to highlight how your leadership skills positively impacted your facility, crew, and the overall organization.
Update Your Application Materials on a Regular Basis
Itâs very common for Erin to run into job seekers who havenât updated their application materials, such as their resume, cover letter, and portfolio, in over a decade. Of course, this often leaves these job seekers little time to update their materials and submit a polished application.
Erin recommends taking a more proactive approach by regularly updating these materials, even if you are not actively applying for jobs. This ensures your information is accurate, up to date, and not rushed.
Tailor Your Application to Each Role
Hiring managers can spot an application that was copy and pasted from another. Erin recommends first developing a strong foundational resume and then tweaking it to adhere to the job youâre applying for.
Itâs important to show employers that you put the effort into your application. Hiring managers want to see that you can communicate your specific strengths as a candidate in relation to the role.
Take an Active Interest in Your Profession
Donât just join professional associations, but take an active role in them. Go to the meetings and annual conferences, network with members, build relationships, and really market yourself.
By doing this, you are showing others that you are committed to your industry and professional development. You will soon find that by fostering these connections, more opportunities will come your way.
Enjoy this episode with Career Advantage Golf owner Erin WolframâŠ
Soundbytes19:21-19:46
âI think, in this industry, in particular, portfolios are important. And I find that a lot of people don't have a portfolio. And again, sometimes they are requested to bring a portfolio to an interview, and then there's this mad dash to get something together that could be much better if they would have started early. So I think portfolios are a great way to market yourself in this industry. â20:47-21:14
âIn order to really market yourself in an interview, you want to provide specific answers that give quality examples that demonstrate the value that you've brought to your previous organizations that you will then bring to this future organization. So, really thinking about specific examples that demonstrate your greatest skills, strengths, and qualifications.â
QuotesâThe folks who I work with who utilize LinkedIn, and utilize it effectively, are marketing themselves better than others.â
âThink of examples that you want to share with others. And know that it's not bragging, it's not being conceited. It's what you have to do to demonstrate your value.â
âGet with your partner, get with your friends, get with someone like me, and actually practice answering questions, because it's not something that's comfortable, right?â
âI do recommend that you get some advice from somebody else in your industry.â
Links mentioned in this episode:
Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Career Advantage Golf: https://careeradvantagegolf.com/
Connect with Erin Wolfram on LinkedIn: https://www.linkedin.com/in/erinwolfram/ | https://www.linkedin.com/company/careeradvantagegolf/
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If youâve ever wondered how to attract top interns for your club, look no further.
Dr. John Kaminski is a Professor and Associate Head of the Department of Plant Science at The Pennsylvania State University. He serves as Director of the Golf Course Turfgrass Management Program, an 18-month intense training program for future golf course grounds managers. He also consults with various golf courses around the United States and select countries around the world.
Outside of Penn State, Dr. Kaminski is the Chief Agronomy Officer of GreenSight Agronomy, a Boston-based technology company that utilizes proprietary imaging hardware/software to detect turfgrass stress on golf courses with autonomous drones.
How to Attract Top Talent
When trying to win over student interns, most club representatives talk about themselves: their facility, the course, and all the great work the club is doing. But students, like anyone, prefer to talk about themselves.
The best thing you can do as a recruiter is to listen. Ask questions, take an interest in the students, and follow up with them personally. Donât just tell them what your club has to offer, but explain why it benefits them.
Give Them a Great Experience
Once the interns are on the course, give them a great experience. Go beyond general maintenance tasks; get them involved with management and decision-making, even if theyâre just a fly on the wall during meetings. Better yet, have them give a presentation to the board about the internship and what they learned.
Most of all, treat your interns with respect. Donât brush off their questions. Take a little time out of your busy day to talk with them. Let them get to know the leadership team, and if you want to go above and beyond, consider bringing in guest speakers for continued education.
Remember that your interns are going to share their experience with their friendsâif they tell everyone how great it was and how much they learned, that will encourage the next yearâs students to apply as well.
Enjoy this episode with Dr. John KaminskiâŠ
Soundbytes8:18-8:51
âIf I could get superintendents to sit in a room with me and coach them on how to sell an internship to a student, I could probably get them to get an intern every time. What they tend to do is they tend to talk a lot about their club, their facility, what theyâre doing, and all the great things about the place. But just like everybody, the student wants to talk about themself. So if youâre a superintendent, learn to listen and talk about what are your needs, what do you want, and if youâre genuinely listening and caring, the student will immediately take to it and be interested.â22:55-23:17
âI think anything you can do to get them involved in the understanding of why decisions are made, and not just brush them off because you donât have time to talk to them. Thatâs hard in the middle of the summer when things are busy, to take time to say, âHey let me pull you aside and tell you why weâre doing this.â But those are the kind of things the students really engage with and come back and tell the other students.â
QuotesâIf I could get superintendents to sit in a room with me and coach them on how to sell an internship to a student, I could probably get them to get an intern every time.â
âIf youâre a superintendent, learn to listen.â
âGoals are flexible. I thought I wanted to be a superintendent but goals change and thatâs okay.â
âYou might have a plan now, but itâs okay if that changes.â
âI tell all the internship supervisors, if you overpromise and underdeliver to the students, they come back and tell everybody and then youâre done for at least two to three years. And vice versa.â
âTheyâre kids. They havenât hit that maturity level yet. Theyâre not you, they havenât got there yet, itâs a processâŠbe patient.â
Links mentioned in this episode:Turf Diseases website: http://turfdiseases.org/
Turfgrass Management: https://plantscience.psu.edu/research/labs/turfgrass-management
Connect with John on LinkedIn: https://www.linkedin.com/in/johnekaminski/
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From young golf enthusiasts to industry leaders overseeing iconic venues, Jeff Corcoran and Dave Delsandro share their journey of passion, growth, and adaptation in the golf industry. Discover their evolution from demanding superintendents to understanding leaders, the challenges of labor shortages, and their new roles as advisors, providing invaluable insights and expertise to the next generation of golf course superintendents
Corcoran has been a golf course superintendent for more than 20 years. He landed his first head superintendent job at The Weston Golf Club, outside of Boston, and he has been the director of agronomy at Oak Hill Country Club in Rochester, New York, since 2003. During his tenure at Oak Hill, he hosted two PGA Championships and two Senior PGA Championships.
In 2019, Corcoran worked in conjunction with architect Andrew Green to renovate Oak Hillâs East Course. Corcoran has been responsible for placing 10 assistant superintendents into superintendent roles.
Delsandroâs career in the turf industry has spanned 25 years, most recently as the superintendent at Oakmont Country Club in Pennsylvania. His experiences include all types of conventional golf course construction projects, as well as large-scale site development, earth moving, utility relocation/installation, and building construction. He has worked with several leading golf architectural firms, including Fazio Design, Coore & Crenshaw, and Hanse Golf Design.
Delsandro has successfully prepared for, hosted, and restored venues for four national championships, including two U.S. Opens.
They partnered last year to form Agronomic Advisors, a consulting company focused on providing a diverse, comprehensive suite of solutions to the golf course industry.
In this episode, Delsandro and Corcoran look back fondly on the golf course as their babysitter, share the lessons they learned as leaders at premier venues, and advise todayâs superintendents on leadership approaches in a changing industry.
Your Club Selection Changes with Age, so Should Your Leadership Approach
Most of us need to adjust our club selection as we age in order to hit the ball as far as we once did. The clubs we grabbed as teens, such as the self-described junkies Delsandro and Corcoran once were, wonât make the cut after we make the turn in the game of life. Neither will the same approach to managing a department in a golf club nor leading a large capital project.
Know when and how to adapt.
âWhen youâre younger, and youâre trying to prove yourself at this particular level, as a superintendent, your bandwidth for people that fall outside of those realms that you that you live in is pretty narrow,â Corcoran said. âI remember telling guys, âYou don't want to work till 7 o'clock tonight on Friday? Youâre not dedicated enough. Youâve only worked 21 days in a row and you want a day off? Youâre not dedicated enough.â
âThat sounds awful now.â
Recognize that it takes all kinds of individuals to build a team and have a culture of success.
Labor Market Management
The labor market in the industry has changed significantly in recent years, and thatâs not just a problem for superintendents at local community golf venues. Leaders at the premier clubs face the same challenges, particularly when weighed against the facts that member expectations are not changing, nor are members willing to pay more for a stagnant experience.
Talk about shifting winds.
âThe light-bulb moment for me was⊠I can either expect the labor market to change to meet the needs of one corporation or the upper echelon of one industry, or duh, realistically, we have to change to meet the labor market,â Delsandro said.
Get as many outside perspectives, including those from outside the golf industry, as possible, and see what makes sense to apply as you manage a team at your course.
Enjoy this episode of Leadership on the Links with David Delsandro and Jeff Corcoran!
Soundbytes17:15-17:46
âIn this industry, as a professional, it started to become very apparent to me that everybody defined success differently. And from a leadership standpoint, the one good thing about working at a premium club in our business, or towards the upper echelon of any industry, is that typically, if you do it right, youâre going to find transferable skills. Whether thatâs communication, professionalism, work ethic, or management skills.â âDavid Delsandro34:42-35:25
âYou see this whole dynamic of wages rising and operational pressure. Then youâre talking about dues increases at a membership level and inflationary wage increases far exceeding operational increases. You know what I mean? Thereâs this whole dynamic that starts crashing down. And at some point, itâs going to break, right? So you do need to be creative. But on a macro level, itâs gonna get to the point where thereâs a threshold. And thereâs some vast changes within industry that I think that are upcoming in the next five to eight years.â âJeff Corcoran
QuotesâThe golf course was like my babysitter for the most part. My parents had to work. They just dropped me off, went to work, and theyâd pick me up when it got dark out.â âJeff Corcoran
âI started working at the local public golf course when I was 15 just to get free golf. I thought I was going to work in the pro shop. I showed up on my first day with pressed khakis and a Sears, three-button Polo shirt, but at 9 a.m. I had some 60-year-old guy holding my ankles hanging over an irrigation ditch, covered in mud.â âDavid Delsandro
âThe labor market is such that there arenât as many individuals that are as motivated as there [used to be], if Iâm being very open and honest about that.â âJeff Corcoran
âYou soon learn that you donât know everything, and you need some help. You need people to see some stuff outside of the box and bring in consultants or industry professionals.â âJeff Corcoran
âThere comes a point â and weâve all been there, whether itâs your first intendentâs job or a new superintendent job at a different venue â that thereâs the realization that happens when youâre like, âOK, Iâm the guy now. Every decision that I make has consequences.â And itâs more that youâre not trying to succeed, youâre just trying not to fail.â âDavid Delsandro
âWeâve found that helping a new superintendent or a superintendent at a new venue has been some of the most rewarding work that weâve done, because weâre able to serve the person who we used to be; to help them succeed by avoiding mistakes that we made.â âDavid Delsandro
Links Mentioned in This Episode:Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Agronomic Advisors: https://agro-advisors.com/
Connect with David on LinkedIn:
https://www.linkedin.com/in/david-delsandro-5071692a6/Connect with Jeff on LinkedIn:
https://www.linkedin.com/in/jeff-corcoran-5681092a6/Follow Agronomic Advisors on X: https://x.com/agro_advisors23
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After designing golf courses for 25 years, Jim Nagle knows what club executives should look for when they search for an architect to plan their course renovation.
Nagle grew up wanting to be the next Bob Vila, but when the golf bug bit him, he traded home improvement for course improvement. Nagle combined his natural design talent, a landscape architecture degree from West Virginia University, and his newfound passion for the game into a lifeâs work.
He benefited from influential internships and summer jobs while in college, learning from architects like Pete Dye, Perry Dye, and Don Placek. He went on to spend most of his professional career as a golf course architect with Ron Forse and Forse Golf Design, Inc., specializing in the restoration and renovation of classic and modern golf courses.
Nagle started his own business, Nagle Design Works, on March 1, 2024. His course redesign projects include Lancaster Country Club in central Pennsylvania, site of the recently completed U.S. Womenâs Open.
In this episode, Nagle shares his story and lessons learned from a lifetime of work in the golf course industry.
How to Evaluate Architects for Your Golf Course Project
Golf courses, resorts, and related businesses benefited from the surge in engagement and golf activity from COVID-19, helping to offset some of the financial challenges posed by the pandemic, and also breathing new life into many facilities with capital improvements.
Often members donât know exactly what the course needs, nor do they know who to hire. Nagel offered his top two traits an architect or designer should demonstrate before you sign him or her to a contract.
Listening skills rank at the top. The applicant has to understand what the hot-button issues are and what the timeline is, and then help you develop a written plan of action.
Recall is not far behind. Nagel puts stock in being able âto walk a golf course, sit down four hours later, and rattle off all the distinct features of that course.â
People, Not Pars
Nagle was never very good at playing golf, but heâs had a passion for the game and its people since he was a teenager.
As a designer or architect, you must be able to develop relationships with club leaders and members alike. Itâs rare to simply be handed the keys to a course overhaul, so engaging with the club community early in a project sets you up for success, like a nice drive down the middle of the fairway.
Enjoy this episode of Leadership on the Links with Jim Nagle!
QuotesâWhen I was a kid, I wanted to be the next Bob Vila.â
âWhen we take that step into the unknown, in the back of your mind, itâs like, is this going to work? Is this going to work? And I saw pretty quickly that I think itâs going to work.â
âOur industry is evolving, where now weâre starting to see those courses built in the â50s, â60s, and â70s starting to get facelifts, but also starting to get some significant rebuilds.â
âIf thereâs anything our industry is, itâs relationship-based. And it is so small that it will take you within a minute to find some sort of connection with the person youâre sitting next to, talking to.â
âThey talk a lot about the community and what this U.S. Womenâs Open means to that community. To be a part of that, although a very small part of that, thereâs this community-wide success and enjoyment for this event.â
Links Mentioned in This Episode:Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Nagle Design Works: https://www.nagledesignworks.com/
Connect with Jim on LinkedIn: https://www.linkedin.com/in/jim-nagle-asgca-31031414/
U.S. Womenâs Open at Lancaster Country Club (Photo Tour): https://www.uswomensopen.com/2024/galleries/course-tour-of-lancaster-country-club.html
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Since helping her husband earn his first superintendent position more than a decade ago, Jacqueline Severidt has made a career out of coaching golf executives up the career ladder. Her doâs and donâts are essential for anyone aiming to retire from their next position.
Jacqueline is the founder and owner of Severidt Consulting, a private club marketing firm, and has nearly 20 years of experience securing contracts for businesses and individuals. For more than a decade, she has been supporting top individuals in the golf club industry as they earn premier positions along the East Coast, raising the standard for talent acquisition.
Jacqueline assists with strategy, portfolio creation, and pre-interview support, including presentations and coaching. She has successfully secured contracts for individuals at all leadership levels, from first assistants to general managers and department heads. Her clients have been hired at prestigious clubs such as Congressional Country Club, Columbia Country Club, Chevy Chase Club, Woodmont Country Club, Round Hill Club, The Buffalo Club, Washington Golf and Country Club, and many more.
Jacqueline is married to Ryan Severidt, the director of golf courses and grounds operations at Woodmont Country Club in Rockville, Maryland. The couple has two children.
Top 2 Tips to Make Your Application Stand Out
After helping golf executives secure leadership positions for more than 10 years, Jacqueline has seen application portfolios that run the gamut from eagles to double bogeys. Here are two of her top tips to help your resume stand out:
Firstly, save your compliments. Standard reference letters from colleagues are expected, but unprompted feedback from relative strangers can be more impactful. If you've hosted a tournament or worked an event and received positive feedback about your performance, include those notes or emails in your portfolio.
Second, quantify your accomplishments. Use metrics to prove your results to future employers. Highlight how many man-hours you saved by implementing a new strategy, how much money you saved on a project, or how much you grew the membership at your course.
The Importance of Work-Life Balance
According to our 2024 Golf Course Superintendent Employment Trend Report, 80% of respondents are trying to improve their work-life balance. This is a challenge for golf executives dealing with finicky boards of directors, shifting strategies, and industry changes.
Jacqueline discussed tips she and her husband have implemented at home to help him succeed as a course superintendent, spouse, and father of two young children.
âTactically, weâve had to organize ourselves a lot better,â she said.
Enjoy this episode of Leadership on the Links with Jacqueline Severidt!
Quotes
âMy favorite thing is that Iâm helping people to achieve their dream jobs.â
âThereâs never a time I work with a client that I do not ask for more metrics.â
âLet people know who you are, because they donât want to work with someone they donât like.â
âFor families, itâs like whiplash. You can hardly get into a routine, and then itâs changing.â
âIf you have cabins on the property, you never know what youâre going to find under the sprinkler heads in the morning.â
Links mentioned in this episode:
Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Severidt Consulting: https://www.severidtconsulting.com/
Connect with Jacqueline on LinkedIn: https://www.linkedin.com/in/jacqueline-severidt-18653136/
Email Jacqueline at: [email protected]
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After a year on the road visiting top golf courses around the country, Brian Laurent has learned a thing or two about what makes a great leader on the greenâand his findings might surprise you.
Brian is the founder and CEO of Propel Solutions and wears many hats including executive director, marketing director, communication specialist, event coordinator, and more. He enjoys developing and implementing creative strategies utilizing new technology.
Brian earned a degree in Communication from The Ohio State University where he was a walk-on member of the menâs golf team. He lives just outside Columbus, Ohio, and still enjoys playing golf and spending time with his wife, two sons, and two step-children.
Top 2 Qualities of a Great Leader
After visiting courses around the country and attending multiple tournaments, Brian noticed a few stand-out qualities that all the best leaders have in common.
The first is composure. Even in high-stress environments, the best leaders stay calmâespecially in front of their team. They create a positive culture at the course from the top down. When challenges come up, they take them in stride.
The second quality is that great leaders donât engage in comparison. They donât complain or compare their situation to others because they know every course is different. If you want to be a better leader, stay focused on your team and your courseâremember the grass is always greener.
The Power of Networking
Brianâs top advice for anyone looking to enter the golf industry (or grow your career) is to build your network. Stay in touch with people you went to school with, volunteer, intern, and travel whenever you get the opportunity. The more people you meet, the more youâll learn and the better off youâll be.
Enjoy this episode with Brian LaurentâŠ
Quotes
âNetworking is vital to oneâs success in this industry.â
âHaving that composure when youâre interacting with your team and being able to calmly talk to them about whatâs going on and what needs to be done, all that kind of stuffâŠit pays dividends because youâre not imposing unneeded stress on your team.â
âPeople tend to lose sight of that, that itâs a game and itâs meant to be fun.â
âI think the most important thing in this industry is networking.â
âIâve never had a bad day on a golf course when Iâm with good people.â
Links mentioned in this episode:
Superintendent Network: https://www.superintendentnetwork.com/
Follow the Superintendent Network on X: https://twitter.com/TheGCSNetwork?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor
Follow the Superintendent Network on Instagram: https://www.instagram.com/thegcsnetwork
Connect with Brian on LinkedIn: https://www.linkedin.com/in/brian-laurent-aba3744/
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Itâs not very often you hear that being fired was the best thing to happen to someoneâbut for Paul MacCormack, it was the turning point that changed everything.
Paul is a 23-year veteran of the golf industry and is currently the Superintendent/GM at Fox Meadow Golf Course in Prince Edward Island, Canada. Heâs also an author, speaker and certified mindfulness meditation teacher.
After recovering from an episode of burnout, Paul founded Mindful Island Consulting, a leadership and mindfulness training company that helps workplaces improve their employment culture, retention, and overall well-being.
The Turning Point
For the first half of Paulâs career, he had the pedal to the floor. He sacrificed his health and time with his family to work his way up to superintendent. But once he got there, he was too burnt out to enjoy the dream job.
Being fired from his position turned out to be a blessing in disguise. By then, Paul knew something needed to change, and when his wife handed him a book on mindfulness, he found the answer.
Mindfulness allowed Paul to get to know himself on a deeper level. He realized heâd been setting an impossibly high bar for himself and that his self-worth relied on hard work. And it wasnât just himâthis was a pattern he saw reflected in other superintendents too.
Adding Quiet to Your Day
If you recognize yourself in Paulâs story, there are a few steps you can take to find balance. Mindfulness doesnât have to look like sitting in silent meditation (although it can). You can also try journaling, going for walks, or just sitting in quiet after the day is done. The important thing is to carve out space for yourself each day.
The more mindful you become, the more youâll start to recognize patterns in your life. Youâll notice idiosyncrasies in yourself and better emphasize with others. Youâll also get to know where your limits are, so you know when to push and when to pull back.
The Impact of Mindfulness on Your Work
Paul jokes that, in the second half of his career, heâs able to get twice as much work done in half the timeâall because he allows himself proper rest. He no longers wastes time at working when heâs being unproductive. Taking time off allows for greater creativity and problem-solving.
One of Paulâs other takeaways from his brush with burnout is to trust his team. Even as the superintendent, you donât have to do it all. Your job is to make sure it gets done, but that could mean hiring, training, and supporting others on your team.
Not only has Paul found this new approach more efficient, but itâs also more fun. Itâs brought joy back to the game and to his career.
Enjoy this episode with Paul MacCormackâŠ
Quotes
âFor the first half of my career, I did everything I thought I needed to do. But the problem was there wasnât much rest involved and the gas pedal was only to the floor. There was no pumping of the break at all.â
âSelf-inquiry and self-reflection are the most powerful tools one can use to build your leadership style.â
âItâs really hard to lead others when you canât lead yourself and you donât know who you are.â
âI work half as much and get twice as much done because I donât waste time at work getting nothing done.â
âI donât have to be the beginning and the end of it all. I donât have to be the one who knows and I donât have to be the one that does it all. Itâs my job to make sure it gets done. And for me, that means training, hiring, trusting, and enabling the people that work with me to do the job.â
âExpectations in our industry can be ruinous. They can really eat you away both externally and internally because we succumb to completely unrealistic expectations.â
âGolf is a game. Itâs meant to be fun and to be enjoyed by people.â
âYou can have the greatest job at the greatest golf course in the world, but if youâre burnt out and youâre not living a life, whatâs the point?â
Links mentioned in this episode:
Mindful Island Consulting: https://www.mindfulisle.com/
Connect with Paul on LinkedIn: http://linkedin.com/in/paul-maccormack-02749bb1
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