Episodi
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In this episode, weâre diving into the power of personal brandingânot just as a tool for visibility, but as a journey in personal development with Rachel Gogos, owner of BrandID. Rachel shares her career journey, from starting in higher education and working at the United Nations to launching her agency focused on personal branding and business strategy.
The importance of self-discovery in personal branding
Rachel shares when we truly understand our strengths, vision, and how we want to be perceived, weâre better equipped to attract the right opportunities and have a greater impact on our audience.
Building a personal brand isnât just about creating visuals or a website. It starts with self-discovery. Doing the inner work helps us to communicate who we are and what we stand for with authenticity and confidence.
Starting with a clear sense of mission and the legacy you want to leave behind. This could be a game-changer for superintendents aiming to elevate their career, as it aligns their daily actions with a bigger purpose and helps others understand their unique value.
360-degree approach to gain valuable insights
Using a 360-degree assessment allows individuals to see themselves from others' perspectives. This technique could help superintendents understand the strengths others see in them that they might overlook, which could be particularly helpful in interviews or networking.
Focusing on strengths rather than weaknesses can accelerate growth. Superintendents, often perfectionists by nature, could benefit from identifying what they naturally excel at and finding ways to use those skills to differentiate themselves.
Personal branding doesnât have to be boastful
In fact, sharing expertise and experiences humbly is a powerful way to build credibility without feeling overly promotional. Superintendents can educate and inspire through their personal brand, which would naturally attract more opportunities and align with their authentic selves.
Having a clear, authentic intention in oneâs messaging makes a difference. For leaders who genuinely want to contribute positively to the industry, itâs important to keep promoting these values without worry. It resonates, as Rachel said, and reinforces trust with your audience.
From using websites and visuals to create a compelling experience to empowering employees as brand ambassadors, strong branding is as important internally as it is externally. Plus, weâll touch on trends in brand-building, like using video, organic social media, and focusing on educational, inspirational content rather than constant selling.
By the end of this episode, youâll have a roadmap to building a personal brand that not only attracts your ideal clients but also brings clarity to your purpose, team and impactâenhancing your personal and professional life. Letâs get started!
Soundbytes
"As leaders or business owners, we can only build our team and culture as much as we ourselves have grown. To create winning teams, we need to keep developing personally, whether we own the company or not." (14:59-16:00)
"Building a personal brand isnât about creating a facadeâitâs about understanding who you truly are, the reputation you hold, and the qualities people associate with you, then consistently showing up as that person in all areas of your life." (22:42-23:05)
Quotes
I truly believe that when things come together easily, itâs a sign that our path is being guidedâa green light from God to move in that direction."
"We can only grow our team and culture as far as we've grown ourselves. If we want to keep building winning teams, whether we own the company or not, we must continue investing in our personal growth."
"The more we work in our strengths, the more fulfilled and joyful we feel day to day. Recognizing our weaknesses helps us round out our team by placing the right people in roles where we may not excel."
"This isn't about crafting an image or results; itâs about clarifying who you are at your coreâyour reputation and the qualities others associate with youâand showing up consistently across all areas of your life."
"Share content under your personal brand, even if you work for an organization, because people want to connect with people. Weâve seen this firsthandâour personal posts generate far higher engagement than those on our business page."
Links Mentioned in This Episode:
Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Connect with Rachel Gogos on LinkedIn: https://www.linkedin.com/in/rachelgogos/
BrandID: https://thebrandid.com
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In this episode, we sit down with Jon Urbanski, an accomplished golf course superintendent, to discuss his impressive career journey, insights on team culture and leadership, and his unique experience hosting the 2022 BMW Championship at Wilmington Country Club.
Jon shares how he went from considering a career as a math teacher to finding his passion in the golf industry. We discuss his journey from a summer crew member to one of the industry's top superintendents, highlighting his passion, service and commitment to building a strong team.
Building Team Culture
He reflects on the importance of building a positive team culture by fostering open communication, offering growth opportunities, and supporting work-life balance. Jon's leadership approach focuses on being a coach and cheerleader to his team, creating an environment where everyone can thrive.
Foster open communication and build genuine connections to create a supportive team culture.Encourage work-life balance and provide growth opportunities, such as conferences, to boost team loyalty and inspire continuous development.
A Career Highlight
Hosting a major event like the BMW Championship was a career highlight, where he experienced the payoff of years of preparation alongside his team and volunteers. He emphasizes how rewarding it was to involve his family in the weekâs events and the pride he felt as his club and community embraced the tournament.
Jon also dives into his industry involvement, including his role as past president of the Philadelphia Association of Golf Course Superintendents. He advocates for more superintendent presence at golf events and highlights the value of networking, volunteering, and giving back to the industry.
Tune in to hear Jonâs inspiring story, his thoughtful approach to leadership, and whatâs next as he continues to make an impact on the golf industry!
Soundbytes
"I firmly believe that some of the best moments for building team success happen in those hours and minutes before or after the workday, when we're just sitting around in the conference room and having casual conversations. Those moments are crucial for creating team cohesion and solidarity. But I also believe in encouraging everyone to get out, enjoy themselves, and spend time with their families. The golf course will still be here."01:30
"I think it really comes down to seeing others succeed. When people thrive in our program here, itâs a win for Wilmington Country Club and strengthens our future. This success helps us recruit new talent, as we want people to come here, get trained, and eventually move on to their own rolesâwhether as superintendents, in horticulture, or in arboriculture. We truly strive to support that growth." 11:40
Quotes
"Timing is everything; it's important to approach feedback thoughtfully, asking questions to understand someoneâs thought process rather than jumping right in."
"I admire those who volunteer nationally with organizations like GCSAA or PGA; they dedicate so much time away from work and family to support our industry."
"It's fantastic to see golf professionals, superintendents, and managers featured on broadcastsâour service industry deserves that spotlight."
"I find social media incredibly useful, especially 'Turf Twitter,' for tips and team discussionsâused correctly, itâs a valuable tool."
Links Mentioned in This Episode:
Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Connect with Jon Urbanski on LinkedIn: https://www.linkedin.com/in/jon-urbanski-2a59401a/
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Episodi mancanti?
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In this episode, Brian Chapin shares insights from his unique career journey from golf course superintendent to general manager (GM) during the pandemic, and eventually to VP at LaBar Golf, where he joined in 2022.
His path offers a valuable perspective on moving from hands-on turf management to overseeing broader club operations, providing a holistic view of club success.
Emphasizing career development, Brian advises superintendents to stay open to non-traditional roles, like GM, as the entire club experience is critical to a golf course's long-term success.
Shifting Gears
LaBar Golf, originally founded in 2012 as a renovation company, expanded significantly during the pandemic and now offers irrigation, safety, and fleet management services. Brian highlights how LaBar Golfâs commitment to attracting and retaining top talent is driven by adapting to career aspirations and fostering growth.
He notes a shift in the industry, with clubs investing more in infrastructure like drainage and irrigation systems for sustainability rather than aesthetic updates.
Brian also discusses the rewarding but challenging nature of construction roles, with extensive travel being a consideration. Going forward, LaBar Golf aims to spotlight opportunities in golf construction and support superintendents pursuing career growth.
Soundbytes:
"I challenge anyone to identify a top 20 or top 30 club, or even the top two or three in any given state, where the golf course is outstanding but the rest of the operation is poor. Donât be that club." 2:01
"You must prioritize what's best for the golf course every day. For instance, when a tournament is scheduled and we receive two inches of rain, restricting carts is never a popular decision, but itâs often the right one. This skill set translates well to being a general manager. In contrast, other positions within the club may focus heavily on keeping the membership happy, which can make them uncomfortable with making difficult decisions." 14:00
Quotes
"Superintendents have such great skill sets for leadership, they're forced to be macro to think macro in micro, but like they're they to blend that really well."
"Weâve shifted our perspective, in part due to your guidance and leadership, to better understand how to attract and retain top talent. Ultimately, that's the name of the game for any business: how to attract the best people."
"Weâre willing to adapt because a cookie-cutter approach to recruiting, retention, and development is a guaranteed way to fail. You need to meet people where they are, be creative, and think of different ways to leverage various skill sets and availability. It's essential not to get stuck on the notion that someone is a failure just because they're not here for two or more years."
Links Mentioned in This Episode:
Tyler Bloom Consulting: https://tylerbloomconsulting.com/
LaBar Golf: https://labargolfrenovations.com
Connect with Brian Chapin on LinkedIn - https://www.linkedin.com/in/brian-chapin-708079184/
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Adam Garr discusses his unique career journey and expertise in communication strategies tailored for golf course superintendents. He emphasizes the importance of storytelling and creative branding techniques to improve career advancement and opportunities, as well as to sell the opportunities within a department and operation. Garr also shares his own entrepreneurial journey and offers advice for those looking to pursue niche businesses in the golf industry.
Creatively telling your story can boost career growth.
Adam Garr started in the industry by accident, getting a job on a golf course while pursuing an English degree. He eventually became a superintendent at a private club, where he had to get creative to stand out and land the head job after his boss was let go.
Garr believes that in today's job market, assistants and young professionals need to focus on branding and telling their story in a unique way, such as through video, to get noticed. He shared how he used video as a superintendent to improve member communication, and how superintendents can leverage video to recruit new staff and interns.
Garr also highlights the power of video communication in showcasing a golf course, engaging members, and attracting prospective staff. He encourages superintendents to use video to communicate their message effectively and stand out from the competition.
Soundbytes:
âUtilizing storytelling and creative branding techniques, not only to improve your career advancement and opportunities, but more importantly, to sell the opportunities within your department and operation.â 02:13-2:26
âVideo is a superior form of communication and itâs just a better way to tell your story. Youâre able to craft the story exactly how you want it to be told and you tell it in a way not to deceive people but you know tell them the right way.â 11:26 â 11:45
Quotes
âVideo is a perfect opportunity to really showcase a place that candidates might have just passed over on paper.â
âYou have an opportunity to reach people that never considered this to be a career. I didnât know it was a thing until I ended up on a golf course. So those people are out there.â
Links Mentioned in This Episode:
Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Connect with Adam Garr on LinkedIn â https://www.linkedin.com/in/adam-garr-444028279/
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In this special episode of Leadership on the Links, host Tyler Bloom highlights the impactful work of the Super Scratch Foundation, a 501c3 non-profit organization founded in 2020. Tyler is joined by industry colleagues Scott Bordner and Timothy Zurybida to discuss how the foundation is making a difference in the often underserved and overlooked side of the golf industry: turfgrass and agronomy.
The Super Scratch Foundation's mission is to invest in the future of the golf industry by supporting the education and training of the next generation of golf course superintendents. Each year, the foundation raises scholarship funds to assist students pursuing careers in agronomy. The conversation covers the foundationâs origins, goals, and the tremendous community support it has received, along with the need for increased awareness about career opportunities in the field.
A highlight of the episode is the discussion about the foundation's main event, The Super Scratch Invitational, the nation's first tournament pairing a club's superintendent with a top amateur golfer. Held annually at Huntingdon Valley Country Club, this unique event draws teams from prestigious golf clubs across the country. The winning teams are given the opportunity to allocate a portion of the Super Scratch Scholarship Fund to the universities of their choice, furthering the foundationâs commitment to education and future talent development.
Quotes
"We created it better than we knew. When we started this tournament, we didn't realize the scale of what we were building, but the industry support, superintendent support, and club member support have made all the difference."
"The more members who know thereâs a shortage, the more they can help support financially or send people in our direction. Itâs all about planting the seeds for the future."
"The goal isn't just to raise money; it's to support the future of the game by investing in the education and careers of students who will one day run the world's finest golf clubs."
Links mentioned
Super-Scratch Foundation - https://www.superscratchfoundation.org
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In this episode of Leadership on the Links, host Tyler Bloom interviews Shane Conroy, a GCSAA field staff representative, about his unconventional career path and his role as a field rep. They discuss the importance of getting involved in the industry and the various programs available for personal and professional development. They also touch on the role of Superintendents in encouraging their team members to engage in the industry and the rewarding aspects of the job. They discuss the challenges of promoting the industry and the importance of workforce development programs like apprenticeships. They also highlight the First Green program and its impact on changing perceptions of golf course management. The conversation highlights the importance of promoting the golf course industry and engaging with the local community. It emphasizes the need for Superintendents to be ambassadors for their facilities and share their stories. The discussion also touches on the growth and popularity of the golf industry, the increasing compensation for Superintendents, and the importance of professional development and education. The conversation concludes with a fun segment of rapid-fire questions.
Takeaways
Getting involved in the golf course management industry is important for personal and professional development.
Superintendents play a crucial role in encouraging their team members to engage in the industry and providing opportunities for growth.
Workforce development programs, such as apprenticeships, are essential for recruiting and developing talent in the industry.
The First Green program is an effective way to change perceptions of golf course management and promote the industry to students, teachers, and parents. Superintendents should promote themselves and their facilities to bridge the gap between the golf course industry and the local community.
The golf industry is growing and becoming more popular, providing exciting opportunities for superintendents and the industry as a whole.
Compensation for superintendents is increasing to reflect the dedication and passion they have for their facilities.
Professional development and education are crucial for personal and professional growth in the golf course industry.
Getting involved in associations and local chapters can provide valuable networking opportunities and enhance career development.
Soundbytes
"My hope is that anyone listening to this today will explore getting involved in the industry and engage in a variety of different programs."
"If you do what you love, you never work a day in your life."
"Superintendents have a big effect on the lives of their team members, both professionally and personally."
"I had no idea there was so much math, so much science, so much technology behind this profession."
"You're hopefully introducing them to a game that they can enjoy for the next 40, 50 years."
"You're reengaging with when you were at your formative years. Learning the game of golf, learning the industry."
Chapters
00:00: Introduction
01:25: The Importance of Industry Involvement and Professional Development
08:29: The Role of Superintendents in Encouraging Engagement
15:06: The Significance of Workforce Development Programs
22:33: Changing Perceptions through the First Green Program
25:57: Becoming Ambassadors for Golf Course Facilities
33:19: The Growing Popularity of the Golf Industry
35:08: Increasing Compensation for Superintendents
37:29: The Importance of Professional Development and Education
39:05: Getting Involved in Associations and Local Chapters
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In this episode of Leadership on the Links, we explore the career journey of Jason Tharp, a golf course superintendent whose unconventional path led him from the music industry to one of the most prestigious golf clubs in the country.
Career Journey: From Music to Turf
Jason Tharpâs story begins in Nashville, where he grew up surrounded by the music industry. After high school, he took jobs at local golf courses to make ends meet, all while exploring a career in recording arts. But it wasnât long before he realized that his true passion lay outdoors. Seeking to blend his newfound love for golf course management with a formal education, Jason enrolled in Penn Stateâs online turf management program.
He quickly worked his way up in the golf industry, starting from mowing greens to becoming a superintendent in Miami and Atlanta. His career path took a significant leap when he recently accepted the superintendent role at the renowned Gulfstream Golf Club, solidifying his place among the top leaders in the industry.
Authenticity and Passion: Key to Career Advancement
One of the key lessons Jason emphasizes is the value of authenticity. In his words, "You canât fake passion and authenticity in interviewsâit comes through in your energy and presence.â This approach helped him stand out, where he leveraged his creativity, including using drone footage, to showcase his vision for the course.
Jasonâs advice for career growth is rooted in the belief that you should "be the person now that you want to become." He encourages others to embrace hard work and maintain curiosity in every role they take on. His own career reflects this philosophy, as he continuously sought out opportunities to learn and grow, even when they required stepping outside of his comfort zone.
Leadership and Management: Balancing Vision with Compassion
As a superintendent, Jason's leadership style is defined by his ability to balance a clear vision with compassion for his staff. He believes that effective leadership comes from not only painting a strong vision for the team but also being open to their input and ideas.
Jason took on a dual role as general manager (GM) at one point to further grow his leadership skills. This experience taught him the importance of supporting expert staff and the value of clear communication. "You can't be an expert in everything right away," he explains, emphasizing that GMs must rely on the expertise of their department heads while ensuring alignment with the clubâs overall goals.
He also stresses the importance of communicating the value of industry involvement to club members and committees, ensuring that the work of the superintendent and staff is fully understood and appreciated.
Soundbytes:
âYou canât fake passion and authenticity in interviewsâit comes through in your energy and presence.â (17:07-18:00)
âBe selective and strategic about industry involvement, waiting 1-2 years in a new role before taking on significant association commitments. This ensures the right balance between their day job and outside responsibilities.â (47:22-48:00)
Quotes:
âIn past interviews, Iâve tried to say the right things or do the right things, and I really wasnât myself. This time, I was myself, and it took the pressure off.â
"Leadership is not just about managing the course; it's about communicating how our work benefits the club.â
âIâm all about coming in and being strong and painting a picture and a vision, but also being compassionate and listening to those that are around you.â
âWhat ideas do you have, what concerns do you have, what do you need to do your job at the highest level and I think that when you do that, then people get it and they're like, oh my gosh, this this guy or girl is not just here to point the finger and to rule over and to run people over.â
Links Mentioned in This Episode:
Tyler Bloom Consulting: https://tylerbloomconsulting.com/
Connect with Jason on LinkedIn: https://www.linkedin.com/in/jason-tharp/
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In this episode of Leadership on the Links, we explore the inspiring career journey of Alan FitzGerald, a golf course superintendent whose path has taken him from the emerald shores of Ireland to some of the worldâs top golf courses. Alan shares his experiences growing up around golf courses, his early career at Mount Juliet resort, and his education at Penn State and Loch Lomond. His six-year tenure at Pine Valley and 19 years at Ledgerock prepared him for his current role at Rehoboth Beach Country Club, where he continues to innovate and lead in the field of golf course management.
Continuing Education and Innovation
Alanâs commitment to lifelong learning has been a cornerstone of his success. Earning his Master Greenkeeper certification stands as a key milestone in his career, symbolizing not just his expertise but his dedication to staying ahead in an ever-evolving industry. This pursuit of excellence has driven him to embrace new tools and techniques that continually push the boundaries of golf course management.
One standout example is his early adoption of drone spraying technology. Recognizing the potential of drones, Alan integrated this cutting-edge tool to enhance precision and efficiency in maintaining course conditions. By leveraging technology to streamline operations, he has set a new standard for innovation in the industry.
Beyond specific tools, Alan emphasizes the importance of staying on top of industry trends. Whether implementing the latest agronomic techniques or exploring new methods for sustainable course management, his proactive approach ensures that he and his team remain leaders in their field.
Innovative Staffing Solutions
A forward thinker in staffing as well, Alan has found creative ways to address labor challenges while maintaining high standards on the course. His use of the H2B visa program has allowed him to bring in skilled international workers during peak seasons, a strategy that ensures quality and consistency in course management. At the same time, he has also tapped into the experience of retired staff, whose mentorship and practical knowledge have proven invaluable to his teamâs success.
Alan doesnât just rely on conventional methods to recruit and train staff. He is also a strong advocate of the First Green program, an initiative by the Golf Course Superintendents Association of America (GCSAA), which provides students with hands-on learning opportunities in environmental stewardship and golf course management. Through this program, Alan inspires the next generation of golf course professionals, while strengthening ties between the golf community and the public.
Industry Engagement and Community Impact
Alanâs involvement with The First Green program exemplifies his broader vision for the industry. By integrating students into the operations of his course, he fosters a deeper understanding of the environmental practices and career opportunities within golf course management. The program not only serves as a valuable educational tool, but also enhances public relations, showing how golf courses contribute positively to the community.
By engaging with the next generation of professionals and creating these meaningful connections, Alan helps bridge the gap between golf course operations and the broader community. His work in this area positions golf courses as community assets, showcasing their role in environmental stewardship and local engagement.
Alan FitzGeraldâs career is a testament to the power of innovation, education, and community engagement. His dedication to adopting new technologies, developing sustainable staffing solutions, and inspiring the next generation continues to set him apart in the industry. As he moves forward in his role at Rehoboth Beach Country Club, Alanâs forward-thinking approach ensures that he will remain a leader in golf course management for years to come.
Soundbytes:
"I think that was part of it, but it was a bit deflating for a while. Over the last 18 months, I applied for several jobs that I thought I could interview for, but I didnât get any." 17:07-18:00
âOn the flip side, I was pleasantly surprised by a few things. For example, at LedgeRock, where I built everything from scratch, I thought implementing agronomic practices would be much harder. But, to my surprise, it's been going well so far.â 25:23-25:30
Quotes:
"I think the interviews before I've tried to say the right things or do the right things, and I really wasn't myself. In this process, I was myself and in doing that, I took the pressure off myself somewhat."
"I think it's great to see younger kids getting excited about the First Green program. However, engaging teenagers has been more challenging than I expected. To keep them interested, it needs to be more than just educational; it must also be challenging and engaging."
"Although our total payroll is close to 40, we only have around 25 staff members here each day. The flexibility in scheduling has been excellent, with up to 16 to 18 people working on weekend mornings. Overall, the setup has worked really well for us."
âLeaving a long-term, comfortable position can be challenging, but exploring new opportunities can lead to personal and professional growth.â
âContinuously pursuing education and adopting new technologies can help you stay ahead of the curve and improve efficiency.â
Links Mentioned in This Episode:
Tyler Bloom Consulting: https://tylerbloomconsulting.com/
The First Green - https://www.thefirstgreen.org/
Connect with Alan on LinkedIn: https://www.linkedin.com/in/alangfitzgerald/
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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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