Wearing two hats

I came to Hickory Stick Golf Club as the golf course superintendent after the club changed hands. The new ownership had a powerful desire to renovate and modernize the facilities but lacked a dedicated manager for those efforts. They asked me to take on the role — and I now serve as the director of agronomy and facilities, wearing two hats every day.

Many of us superintendents are already juggling multiple responsibilities. Managing hundreds of acres, coordinating teams, overseeing budgets and dealing with unexpected challenges. It all comes with the territory. Multitasking is second nature.

So why take on something as involved as facilities management when the golf course alone keeps us so busy? Simple: to make yourself better.

In this dual role, I have gained valuable experience, working with contracts, managing bids for services, learning about other trades and, most important, making a meaningful impact on the club’s bottom line through cost-saving initiatives that had previously gone unnoticed.

Taking on a second position is not for the faint of heart. Your phone and email will get busier. You will need to stay organized and be prompt in your communication. Personally, I rely on my phone’s calendar and a large whiteboard to keep track of everything. Whether it is for agronomy or facilities, all vendor visits must be scheduled. If someone shows up unannounced, do not be afraid to turn them away and ask them to make an appointment.

Set boundaries early. You are not the custodian. Your time is limited. If you do not have a cleaning crew, create a set of clear expectations for clubhouse staff to follow. Delegation and accountability are key.

Be sure to document all the time you spend on facilities-related tasks. This becomes crucial when it is time to talk about compensation. You should be prepared to explain your expanded responsibilities to ownership or a board. If you are wearing two hats, your compensation should reflect the added value you’re bringing to the club.

Use the tools and the people around you. Your golfing membership is often a diverse and talented group. There is a good chance someone can help you find a new trade contact or even lend a hand with a project. Just be mindful of your workload. Do not take on something that is clearly beyond your capacity or comfort zone. For example, aerification season is not the time to launch a major remodeling project.

It is easy to look at a facilities project and wonder, “Why are we doing that?” I have found that many of these projects simply have not been properly vetted. Superintendents are naturally logistical thinkers. If you are helping with facilities as well, your instincts can help prioritize work and uncover unexpected efficiencies.

If the opportunity to wear two hats ever comes your way, I say go for it. The learning curve is low thanks to the skills you already have. As superintendents, we are used to solving problems, staying flexible, and adapting on the fly. Facilities management is just another iron in the fire — and one more way to contribute to your club’s success.

Brad Allen, CGCS, is the director of agronomy and facilities at Hickory Stick Golf Club in Greenwood, Indiana.