David Gourlay considers growing grass to be the least challenging ingredient of staying in one superintendent position long-term. During his time as superintendent at Colbert Hills Golf Course in Manhattan, Kan., Gourlay earned the trust and respect of the course co-designer and owner Jim Colbert and the greens committee, but it wasn’t because of his bentgrass expertise.
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Sure, it wouldn’t help matters if the superintendent inadvertently killed all the turf. But communicating to the decision-makers that you’re trustworthy enough to take the right course of action for the tees, greens and fairways is an important skill to have, Gourlay says.
This rapport with Colbert and the committee helped him move up to his current position of general manager. Gourlay gradually earned the position by being able to make more decisions for the course and delegating the grounds maintenance work.
While there still isn’t an overwhelming majority of general managers with grounds maintenance backgrounds, the numbers are growing, Gourlay says. He estimates about 10 to 20 percent of superintendents have an interest in eventually moving to the g.m. role while the number was closer to 1 percent 10 years ago.
It makes sense for superintendents to take the position, he says. Former superintendents usually are better informed about the items that make up the biggest chunk of a golf course’s budget: labor and course maintenance products.
“A cost comes across the general manager’s desk for chemicals, and he doesn’t know if it’s the right chemical, the right cost, or if it’s necessary,” he says. “You’re supposed to be verifying what goes on. To be able to keep the fiscal situation under control effectively, you have to know that.”
Ascending
To get to a higher position, one has to earn respect, Gourlay says.
“You have to think, ‘how do I develop a legendary reputation?’” he says. “It’s every day, with everyone you encounter. Eventually, it’s not a job anymore; it comes natural.”
As a superintendent, Gourlay kept communications open with everyone at the course, including the committee, the board, the staff and the golfers. It takes a while to cultivate the type of a relationship Gourlay has with these people, he says.
As general manager, he submits monthly reports to the board breaking down all the activity at the facilities. Because of the constant communication, he only meets with the board face to face once a year.
“Some people say I’ve got the best job because we meet once a year, but they place so much trust in me that it puts more pressure on me,” Gourlay says. “I have to perform day in and day out.”
Gourlay especially works on relationships with those who aren’t his biggest supporters. He uses communication skills he’s learned throughout the years – many through the Golf Course Superintendents Association of America’s education programs – to try to win them over. For example, at board meetings, he always sits closest to the members who agree with him the least.
“If you sit far away, they have no problem saying whatever they want about you,” he says.
Gourlay also recommends winning golfers over by saying hi to them on the course and learning their names. Take the time to play golf on the course and show the golfers you’re interested in the game, he adds. Gourlay plays in all the course’s tournaments.
Earning the position
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It was the board’s trust that enabled Gourlay to hire who he thought was the best candidate to replace him in the superintendent position when he was promoted. He needed that trust because the candidate was his son, Matt. While Gourlay saw him as the best applicant (he worked as the assistant superintendent at the course), he knew there would be those who would suspect there was bias involved.
“Most people would frown upon it, but with the support I had with the board, they agreed with it.”
There were a few skeptics in the group, but they’re now the biggest supporters of Gourlay’s son, he says.
“He’s been the superintendent for two years and the conditions have never been better,” Gourlay says.
Matt follows in his father’s footsteps by keeping communications open (see the conditions update on the course’s Web site). Gourlay hopes that will help quiet naysayers.
“There will always be people who will say it’s because of who they are,” Gourlay says. “They have to go above and beyond every day and work that much harder just because of the relationship you have.”