Leading and influence as an assistant superintendent

Recently, I had the pleasure of listening to Steve Keating, who is the Selling Skills Manager, at TORO speak. His presentation entitled “Leadership 360” was a very in-depth, three- to four-hour talk that gave great insight and how to advice on developing your influence from anywhere in your organization. He challenged us to tell one person about his presentation to better engrain the information in our memories, but I am going to inform a few more than that. My goal is to pass on what I learned and relate that information to our job as assistant golf course superintendents, as we are in a unique position not only within the maintenance side of this industry, but the golf industry as a whole.

Mr. Keating began the presentation with the 5 levels of leadership:

1. Position - People follow because they have to
2. Permission - People follow because they want to
3. Production - People follow because of what you have done for the organization
4. People Development - People follow because of what you have done for them
5. Pinnacle - People follow because of who you are and what you represent

As assistants, we should work on these principles, knowing that the next step cannot be attained until you are able to fully embody the preceding step. I would like to think that most of us can be at the second level by the time we move on to head superintendent positions, (if that is in fact where your career goals lead you). We should continue to make work enjoyable and lead by example to develop successes in our careers that can help us further develop as leaders.

Mr. Keating also had some great advice for leading from our current position. As I said before, as assistants we are in a unique position in this industry, and because of that we have an opportunity to lead up, lead across, and lead down.

Lead Up
Some principles for leading up are:

• Lead yourself exceptionally well - you immediately gain respect from your superiors if you are able to manage yourself first and foremost.
• Lighten your leaders load - you do a lot already, but ask for more. The more you do, the more valuable you are.
• Be willing to do what other won’t - Bottom line here is… Step Up!
• Be prepared every time you interact with your leader - don’t go into the boss’ office with the what and not the why or how.
• Know when to push and when to back off - it‘s like the Kenny Rogers song, “you‘ve got to know when to hold ‘em, and know when to fold ‘em… there are some things worth fighting for, and others that aren‘t worth the fight.
• Be better tomorrow than you are today - always look to gain more knowledge and experience.

Lead Across
For those of us who have the opportunity to work at a multi-assistant golf course you really have an opportunity to work on these things. But the boundaries are not just our golf course, they extend to the far reaches of this industry, to assistants far and wide. Here are a few of the things to work on:

• Put completing fellow leaders ahead of competing with them - This seems backwards, but when you fill the gaps of your fellow assistants it makes your golf course and the industry better.
• Be a friend - Pretty self explanatory here, you have two ears and one mouth, listen to what people have to say.
• Expand your circle of acquaintances - Email, trade shows, seminars, playing golf, are just some of the ways to grow your network and get your name out there.
• Let the best idea win - YES, even if it isn’t yours
• Don’t pretend to be perfect - last I checked I’m human, and I’d bet so are you… this entitles us to make some mistakes, it’s how you handle them that makes you a leader.

Leading Down
Lead your crew. Show them that you are worth looking up to. To do it more effectively, practice these tips:

• See everyone as a 10 - I can imagine a ‘weak’ crew member just popped into your head, but I can assure you that that person can contribute a ‘10’ type performance with some coaching and some care.
• Develop each team member as a person - Young or… not so young, everyone has room to grow and develop as a person, helping them get there is part of your challenge.
• Model the behavior you desire - If you come into work with a positive attitude and a great work ethic, it’s much easier for your crew to take on those same qualities.
• Transfer the Vision - does your department have a vision, if not, make one with your crew. Figure out why you are doing what your doing, and put that vision into action.
• Rewards for results - Who doesn’t like a nice pat on the back, or maybe a paid vacation day?

I wanted to relay this great information Mr. Keating shared with us in a way that relates it to what we do everyday on the golf course. If you really want to become the No. 1 person at your facility, follow these steps, and actually put them into practice. It has been said, ‘we as assistants wear many hats,’ but the one I look forward to wearing the most is the one that says “leader” on it. Remember to lead from your position, not manage, and I trust the success we desire will follow.

Finally, I want to thank Mr. Keating for his time and the great presentation he gave. I will utilize these principles and teach them throughout my career.

Brian DeVries is an assistant superintendant at Cascade Hills Country Club, Grand Rapids, Mich., and a frequent GCI contributor.