Oftentimes, golf course superintendents don’t get their just recognition. While its atypical of them to cop Rodney Dangerfield pleas for attention, it’s common thinking they should be celebrated more than they are.
Blood, sweat, tears and unabated dedication among superintendents and their crews are nothing short of amazing. They must be on their “A” games daily, consistently producing well-maintained and highly playable golf courses. After all, most golfers expect near perfection with every round. Any meaningful shortfall in conditioning has proven to push members and guests to courses down the street.
Superintendents curate considerable acreage, not only amassing playing surfaces, but property wide. That’s why it’s mightily critical – not simply critical – to assess the current superintendent’s performance.
Chris Lewis, a 20-year golf industry veteran and regional superintendent for Landscapes Golf Management, an operator of more than 50 golf courses and country clubs across America, shares what to look for in hiring the best superintendents in concert with each property’s uniqueness.
Passion
Winning superintendents must demonstrate strong and purposeful desire, drive and excitement to improve a facility and themselves. As hiring managers, we must extensively tour the property with candidates, all the while learning how he or she observes and approaches problem areas on and adjacent to the course. Casual conversation about the golf industry, similar experiences to the facility at hand and other germane topics typify how they manage life, learning, temperament and related character attributes. Pick up on whether candidates genuinely desire a longer-term career opportunity or a mere “stopgap” job until the next big thing comes along. Passion also shows through industry involvement with local and national GCSAA chapters and a commitment to improve themselves with education, certifications and new skills in areas beyond but related to daily golf course activities.
Fit
Would the superintendent fully accept and mesh with expectations of the course, management and staff, agronomic standards and overall operational and structural direction the business? Hiring the right person isn’t always he or she with the most impressive résumé. Look at the entire facility and determine whether the candidate authentically holds similar goals. One of the worst moves is hiring superintendents with opposite objectives and motivations – naturally, combativeness is a decisive force in many ways. Of course, superintendents need to possess deep knowledge that squarely aligns with specific agronomic technical opportunities and challenges in the areas of turfgrass, soils, water, climate, in-house construction projects and more.
Team development
What types of relationships has the superintendent “owned” with past team members in the creation of a cohesive work environment day in and day out? What would the superintendent do to build a happy, talented and high-performing team? He or she must listen to crew members and others with historical knowledge while gradually taking those learnings and injecting new ideas to impress members and guests while adhering to fiscal prudency. Leadership is defined as the ability to openly and respectfully communicate with people to achieve decidedly positive results in the process. Much of this thesis is born from likeability and respect, and how teams are treated. This is not an “I” (as in “I’m important”) mindset, but a selfless, “we” culture. It takes a village; no one person can perform well without full buy in and cooperation of others.
Experience
While superintendents’ prior successes are important, it’s not always the No. 1 checklist item. Experiences should largely mirror the goals of the opportunity for which they seek. A solid foundation of education, certifications, licenses, technical capabilities and personality are key tenets to a rock-star superintendent. Then there’s the business side – what’s the candidate’s level of acceptance that he or she must work inside parameters of generating favorable net operating income. There isn’t endless money from ownership and boards to make, for example, a mid-tier daily fee into Seminole, Shinnecock Hills or Southern Hills. While first-time superintendents may not possess an inordinate amount of knowledge and skills, the candidate should hold baseline aptitude and consistent willingness to learn, challenge and contribute.
Resourcefulness
Ask candidates how they’d approach issues and even non-issues on and around the golf course, as well as potentially arduous and uncomfortable interactions with staff, board members, vendors, ownership and others. What actions would be taken to properly solve problems with equipment, irrigation and all random issues which invariably arise? Listening to how they would theorize and execute potentially stressful situations is essential.
