Adapting to Change: Organizational Strategies for the Golf Industry
?? Welcome to Leading Beyond the Grounds! Your essential guide for sourcing, developing, and retaining top talent in the golf course and private club industry. Delivered monthly by Tyler Bloom Consulting, we provide expert insights and practical tips to elevate your hiring strategies and leadership development. Our LinkedIn newsletter is a key resource for golf course and club leaders nationwide, from industry trends to success stories. Don't miss an issue - subscribe now to become a part of the conversation!
A Message from Tyler
During a recent search for a golf course superintendent, a club executive posed two important questions: “Are we headed in the right direction for our golf course?” and “Do we have the right people in place beyond just the superintendent?”
These thoughtful inquiries sparked a range of responses, particularly emphasizing the significance of an organizational structure that supports the vision and goals of the membership.
Clubs should view organizational structure as an ongoing practice rather than a one-time event. Adaptations may be necessary due to various milestones—such as new hires, additional services, or departments that have outgrown their current capabilities.
As the job market evolves for golf course superintendents, clubs must also adjust to this shifting landscape. Clubs that previously relied on their market reputation to attract talent have often found themselves confused and disappointed by the changes required to draw top-tier professionals to their golf course maintenance or agronomy departments.
Our 2024 Golf Course Superintendent Employment Trends Study revealed complex issues surrounding professional satisfaction, career opportunities, workforce challenges, and factors influencing job satisfaction in golf course management.?
The impact of COVID-19 on golf's growth has increased demands and shaped expectations, yet these pressures haven’t always translated into recognition for the dedicated professionals who contribute to the economic vitality of private clubs.
Despite a perceived shortage of candidates, 43% of superintendents are actively seeking better job opportunities. While many feel valued, this sentiment isn’t always reflected in their salaries, budgets, or team structures. Compensation remains a significant concern, with about half feeling underpaid relative to their peers.
Great leaders understand that an organization's structure can significantly influence employee behavior. We’ve observed numerous effective strategies that superintendents and their clubs are integrating to enhance their environments.
Join us for a FREE webinar on November 7th, Future-Proofing Your Golf Course Agronomy Team: Trends and Strategies, where we will explore current marketplace trends and help you prioritize and plan for necessary changes to address often-overlooked challenges.
Leadership on the Links Podcast: Subscribe Now on Apple or Spotify!
Guy Cipriano has been the editor-in-chief of Golf Course Industry magazine since 2014, overseeing its coverage of golf course maintenance, architecture, and construction.
In a candid interview, he discusses key traits of successful golf operations, emphasizing the importance of customer recognition, leadership development, a supportive culture, and proactive communication.
Despite a post-COVID boom that saw many courses becoming profitable, Cipriano warns that economic pressures may impact discretionary spending for golfers, potentially affecting the financial health of golf courses.
???Leadership on the Links is all about the folks who make the industry great. It’s the stories behind golf’s leaders and innovators, the people who are shaping the industry as we know it.
If you haven't already, subscribe to the Leadership on the Links Podcast today, share with your assistants and team members, available on Apple Podcasts or Spotify.
How Superintendents are Overcoming Work-life Balance Issues for themselves and their teams.
According to the?Flagstick-Bloom Employment Trends Study?we conducted earlier this year, work-life balance has become a major deal point for superintendents. More than 80% of the 300+ superintendents who responded said they had taken active steps to achieve better balance in their lives. That’s awesome news. Even better, they shared how they were doing it and we found some commonalities that may help you achieve the same sense of balance in your life.
Check them out here.
We always love hearing insights and experiences from industry professionals! If you're interested in contributing your thoughts to our audience through our blog and social media, we'd love to hear from you! Send our team a message to discuss.
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Thank You for Reading!
Thank you for taking the time to read Leading Beyond the Grounds. I trust that the insights shared in this issue and future issues will help you to lead your club or organization to success.
Feel free to share this newsletter with your network or connect with me personally here on LinkedIn. You can also follow me on Twitter: @tbloom_golf.
ABOUT THE AUTHOR
Tyler Bloom is the founder of Tyler Bloom Consulting. A former golf course superintendent and turf professional, Tyler’s love of all things golf began at the age of six when he stepped onto the course for the first time.
Tyler has an Executive Certificate in Talent Acquisition from Cornell University and a degree in Turfgrass Science from Penn State University. With 20 years of experience in the golf and turfgrass industry, Tyler has worked directly with reputable club leaders at some of the most prestigious clubs to place over 200 professionals in executive and management-level positions throughout the United States.