Leadership on the Links – Détails, épisodes et analyse

Get an inside look into the NYSTA Apprenticeship Program from former student and industry pioneer, Ryan Bain.  

Ryan is an Assistant Golf Course Superintendent at Noyac Golf Club in Long Island, New York. As someone who entered the golf industry with no formal experience, Ryan became a huge proponent of the New York State Turfgrass Association’s (NYSTA) Apprenticeship Program – a mutually beneficial program for an industry struggling to find qualified talent and candidates who need a foot in the door. 

Prior to embarking on his golf industry career, Ryan earned his bachelor’s degree in marketing, with the aspiration to work for Major League Baseball. After graduating and trying a stint in insurance and then landscaping, Ryan was at a crossroads in his career.

Discovering he could combine his love of sports with the joys of working outdoors, Ryan pivoted to applying to golf courses, as he realized there was more room for growth in this field. 

In this episode, Ryan Bain shares his experience as the first NYSTA apprentice and how he got his breakthrough into this industry. 

It’s Never Too Late to Make a Change

As a college graduate, many people feel tied to the degree they earned. However, once entering the “real world,” you might realize that your destined path isn’t the right fit for you.

Exploring your interests can often lead you to new paths and connections. Even if you don’t have textbook qualifications, a true interest and passion for the golf industry can go far. Oftentimes, you may find new opportunities, like in Ryan’s case an up-and-coming apprenticeship program, that will get you the knowledge you need and lead you in the right direction.

Learning Requires Doing and Studying

What makes an apprenticeship program so enticing is that it gives aspiring superintendents a chance to learn the how and why behind what they do. Ryan got the hands-on experience of working at a golf course coupled with the education to put his work into perspective.

By maintaining a balance of work and study, you can get more out of your program. The key is good time management and a desire to succeed.

It Is a Small World After All

When entering a new industry, you might feel like a small fish in a big pond. With the world of golf, you soon realize just how tight knit and connected the industry actually is. In reality, you are only two or three degrees of separation from many of the greats and big kahunas in golf. 

By introducing yourself and connecting with others, you can quickly accelerate as a professional in the field. It’s also a great way to learn and meet new people.

Enjoy this episode with Assistant Golf Course Superintendent, Ryan Bain…

Soundbytes

6:09-6:36
“It kind of just clicked in my head at one point that this route is gonna kind of give me everything I'm looking for, it's gonna give me the sports background, it's gonna give me an outside work environment where I'm not sitting at a desk in an office for 10 hours a day. It was really, it was exactly what I was looking for. It just took myself processing that and understanding that to take that leap and do it.”

8:03-8:17
“I see applications come in. Some of them are completely unqualified, but some of them are just young people that are looking for a job, they're not necessarily looking for a career, they may not even know that they can make a career out of this.”

Quotes 

“I did not understand quite how connected the whole industry was. The industry is so so much smaller than you think it is from the outside.”

“If a company, a golf course, or anyone is thinking of getting somebody into this program, they're only going to get a better employee back from it.”

“I found myself kind of at a standstill career wise, I didn't think I was gonna have too much of a higher ceiling than where I was at if I stayed doing that.”

“Most of the time, I'd find employers don't even follow up.”

Links mentioned in this episode:

Tyler Bloom Consulting: https://tylerbloomconsulting.com/

Noyac Golf Club: https://www.noyacgolfclub.com/ 

Connect with Ryan Bain on LinkedIn: https://www.linkedin.com/in/ryan-bain-ab69a2166/ 

What sets good superintendents apart from great ones is their business ability. The most successful superintendents bring a higher-level thought process to their leaders, club members, and team. Patrick Michener shares how you can become that irreplaceable leader.

Patrick has been the Superintendent at Bidermann Golf Course and Vicmead Hunt Club since January 2019. Prior to that, he was the Golf Course Superintendent at the Country Club of York in York, PA for six years. A graduate of Penn State University with over 20 years of experience in the turfgrass industry, Patrick has crafted his leadership skills at Aronimink Golf Club and Bidermann Golf Course. He currently serves on the PAGCS board and as a GCSAA Grass Roots Ambassador. 

Executive-Level Leadership

As a superintendent nowadays, turf management skills are a given. What sets you apart from others are your leadership and business abilities. 

If you want to demonstrate your executive style thinking, stay ahead of club operations. If you know your GM is going to ask for a budget spreadsheet, make sure you’ve finished it before they even ask, and always know where you’re at in terms of capital. 

Lastly, work on your communication skills. Learn to enjoy presentations so you can showcase what you’re doing to improve yourself, your operations, and your team. Take continuing education seriously and go beyond the expected turf management classes. Look for ways to expand your thinking, and invite other experts or mentors to provide a different perspective.

Building a Great Team from Within

Like many superintendents, Patrick had a hard time filling entry-level positions. Job postings were fruitless. But instead of being a victim of the circumstances, he decided to take responsibility for the hiring process. 

Patrick shifted his focus from constantly rotating and training new staff to internal talent development. He knew if he could find a way to consistently bring in good people and keep them over time, the club would be much better off. 

These days, everyone at Bidermann is on a track somewhere, whether it’s working toward a degree or certification or just their next job up the ladder. The result is a more consistent, skilled workforce.

Enjoy this episode with Patrick Michener…

Soundbytes

9:42-10:05
“Our department is much more than just keepers of the green or caretakers. The science that’s involved with turfgrass, the financial aspect, the business aspect, and most importantly, the leadership aspect. We’re a significant portion or maybe even the most significant portion of a club that helps with the operation.”

16:33-16:56
“We always talk about nowadays with the superintendent that turf management skills are all table stakes. You either have them or you don’t, and if you’re at that superintendent level, it’s likely that you have them. So then what’s the difference or what’s going to separate you from others?”

Quotes

“I've always felt you get out what you put into the industry.”

“I love this job, I love what I do, I love the artistic aspect of it, the turf management aspect…but most of all, I really love developing the people that work with me and are on the leadership team day in and day out.”

“I think every superintendent has it within them to bring that executive-level presence.”

“Be as communicative as possible. Through good communication, all things are possible.”

“Everybody is really just a flower waiting to bloom, is one thing I was told many years ago. Does everybody bloom? No, but many do if they’re put in the right circumstances. I just try to put people in the right positions to be successful.”

Links mentioned in this episode:

Connect with Patrick on LinkedIn: https://www.linkedin.com/in/patrick-michener-77623591/ 

If you’ve ever wondered how to attract top interns for your club, look no further.

Dr. John Kaminski is a Professor and Associate Head of the Department of Plant Science at The Pennsylvania State University. He serves as Director of the Golf Course Turfgrass Management Program, an 18-month intense training program for future golf course grounds managers. He also consults with various golf courses around the United States and select countries around the world.

Outside of Penn State, Dr. Kaminski is the Chief Agronomy Officer of GreenSight Agronomy, a Boston-based technology company that utilizes proprietary imaging hardware/software to detect turfgrass stress on golf courses with autonomous drones. 

How to Attract Top Talent

When trying to win over student interns, most club representatives talk about themselves: their facility, the course, and all the great work the club is doing. But students, like anyone, prefer to talk about themselves. 

The best thing you can do as a recruiter is to listen. Ask questions, take an interest in the students, and follow up with them personally. Don’t just tell them what your club has to offer, but explain why it benefits them.

Give Them a Great Experience

Once the interns are on the course, give them a great experience. Go beyond general maintenance tasks; get them involved with management and decision-making, even if they’re just a fly on the wall during meetings. Better yet, have them give a presentation to the board about the internship and what they learned. 

Most of all, treat your interns with respect. Don’t brush off their questions. Take a little time out of your busy day to talk with them. Let them get to know the leadership team, and if you want to go above and beyond, consider bringing in guest speakers for continued education.

Remember that your interns are going to share their experience with their friends–if they tell everyone how great it was and how much they learned, that will encourage the next year’s students to apply as well.

Enjoy this episode with Dr. John Kaminski…

Soundbytes

8:18-8:51
“If I could get superintendents to sit in a room with me and coach them on how to sell an internship to a student, I could probably get them to get an intern every time. What they tend to do is they tend to talk a lot about their club, their facility, what they’re doing, and all the great things about the place. But just like everybody, the student wants to talk about themself. So if you’re a superintendent, learn to listen and talk about what are your needs, what do you want, and if you’re genuinely listening and caring, the student will immediately take to it and be interested.”

22:55-23:17
“I think anything you can do to get them involved in the understanding of why decisions are made, and not just brush them off because you don’t have time to talk to them. That’s hard in the middle of the summer when things are busy, to take time to say, ‘Hey let me pull you aside and tell you why we’re doing this.’ But those are the kind of things the students really engage with and come back and tell the other students.”

Quotes

“If I could get superintendents to sit in a room with me and coach them on how to sell an internship to a student, I could probably get them to get an intern every time.”

“If you’re a superintendent, learn to listen.”

“Goals are flexible. I thought I wanted to be a superintendent but goals change and that’s okay.”

“You might have a plan now, but it’s okay if that changes.” 

“I tell all the internship supervisors, if you overpromise and underdeliver to the students, they come back and tell everybody and then you’re done for at least two to three years. And vice versa.”

“They’re kids. They haven’t hit that maturity level yet. They’re not you, they haven’t got there yet, it’s a process…be patient.”

Links mentioned in this episode:

Turf Diseases website: http://turfdiseases.org/ 

Turfgrass Management: https://plantscience.psu.edu/research/labs/turfgrass-management 

Connect with John on LinkedIn: https://www.linkedin.com/in/johnekaminski/  

From young golf enthusiasts to industry leaders overseeing iconic venues, Jeff Corcoran and Dave Delsandro share their journey of passion, growth, and adaptation in the golf industry. Discover their evolution from demanding superintendents to understanding leaders, the challenges of labor shortages, and their new roles as advisors, providing invaluable insights and expertise to the next generation of golf course superintendents 

Corcoran has been a golf course superintendent for more than 20 years. He landed his first head superintendent job at The Weston Golf Club, outside of Boston, and he has been the director of agronomy at Oak Hill Country Club in Rochester, New York, since 2003. During his tenure at Oak Hill, he hosted two PGA Championships and two Senior PGA Championships.

In 2019, Corcoran worked in conjunction with architect Andrew Green to renovate Oak Hill’s East Course. Corcoran has been responsible for placing 10 assistant superintendents into superintendent roles.

Delsandro’s career in the turf industry has spanned 25 years, most recently as the superintendent at Oakmont Country Club in Pennsylvania. His experiences include all types of conventional golf course construction projects, as well as large-scale site development, earth moving, utility relocation/installation, and building construction. He has worked with several leading golf architectural firms, including Fazio Design, Coore & Crenshaw, and Hanse Golf Design.

Delsandro has successfully prepared for, hosted, and restored venues for four national championships, including two U.S. Opens.

They partnered last year to form Agronomic Advisors, a consulting company focused on providing a diverse, comprehensive suite of solutions to the golf course industry.

In this episode, Delsandro and Corcoran look back fondly on the golf course as their babysitter, share the lessons they learned as leaders at premier venues, and advise today’s superintendents on leadership approaches in a changing industry.

Your Club Selection Changes with Age, so Should Your Leadership Approach

Most of us need to adjust our club selection as we age in order to hit the ball as far as we once did. The clubs we grabbed as teens, such as the self-described junkies Delsandro and Corcoran once were, won’t make the cut after we make the turn in the game of life. Neither will the same approach to managing a department in a golf club nor leading a large capital project.

Know when and how to adapt.

“When you’re younger, and you’re trying to prove yourself at this particular level, as a superintendent, your bandwidth for people that fall outside of those realms that you that you live in is pretty narrow,” Corcoran said. “I remember telling guys, ‘You don't want to work till 7 o'clock tonight on Friday? You’re not dedicated enough. You’ve only worked 21 days in a row and you want a day off? You’re not dedicated enough.’

“That sounds awful now.”

Recognize that it takes all kinds of individuals to build a team and have a culture of success.

Labor Market Management

The labor market in the industry has changed significantly in recent years, and that’s not just a problem for superintendents at local community golf venues. Leaders at the premier clubs face the same challenges, particularly when weighed against the facts that member expectations are not changing, nor are members willing to pay more for a stagnant experience.

Talk about shifting winds.

“The light-bulb moment for me was… I can either expect the labor market to change to meet the needs of one corporation or the upper echelon of one industry, or duh, realistically, we have to change to meet the labor market,” Delsandro said.

Get as many outside perspectives, including those from outside the golf industry, as possible, and see what makes sense to apply as you manage a team at your course.

Enjoy this episode of Leadership on the Links with David Delsandro and Jeff Corcoran!

Soundbytes

17:15-17:46
“In this industry, as a professional, it started to become very apparent to me that everybody defined success differently. And from a leadership standpoint, the one good thing about working at a premium club in our business, or towards the upper echelon of any industry, is that typically, if you do it right, you’re going to find transferable skills. Whether that’s communication, professionalism, work ethic, or management skills.” —David Delsandro

34:42-35:25
“You see this whole dynamic of wages rising and operational pressure. Then you’re talking about dues increases at a membership level and inflationary wage increases far exceeding operational increases. You know what I mean? There’s this whole dynamic that starts crashing down. And at some point, it’s going to break, right? So you do need to be creative. But on a macro level, it’s gonna get to the point where there’s a threshold. And there’s some vast changes within industry that I think that are upcoming in the next five to eight years.” —Jeff Corcoran

Quotes

“The golf course was like my babysitter for the most part. My parents had to work. They just dropped me off, went to work, and they’d pick me up when it got dark out.” —Jeff Corcoran

“I started working at the local public golf course when I was 15 just to get free golf. I thought I was going to work in the pro shop. I showed up on my first day with pressed khakis and a Sears, three-button Polo shirt, but at 9 a.m. I had some 60-year-old guy holding my ankles hanging over an irrigation ditch, covered in mud.” —David Delsandro

“The labor market is such that there aren’t as many individuals that are as motivated as there [used to be], if I’m being very open and honest about that.” —Jeff Corcoran

“You soon learn that you don’t know everything, and you need some help. You need people to see some stuff outside of the box and bring in consultants or industry professionals.” —Jeff Corcoran

“There comes a point — and we’ve all been there, whether it’s your first intendent’s job or a new superintendent job at a different venue — that there’s the realization that happens when you’re like, ‘OK, I’m the guy now. Every decision that I make has consequences.’ And it’s more that you’re not trying to succeed, you’re just trying not to fail.” —David Delsandro

“We’ve found that helping a new superintendent or a superintendent at a new venue has been some of the most rewarding work that we’ve done, because we’re able to serve the person who we used to be; to help them succeed by avoiding mistakes that we made.” —David Delsandro

Links Mentioned in This Episode:

Tyler Bloom Consulting: https://tylerbloomconsulting.com/

Agronomic Advisors: https://agro-advisors.com/

Connect with David on LinkedIn: 
https://www.linkedin.com/in/david-delsandro-5071692a6/

Connect with Jeff on LinkedIn: 
https://www.linkedin.com/in/jeff-corcoran-5681092a6/

Follow Agronomic Advisors on X: https://x.com/agro_advisors23

After designing golf courses for 25 years, Jim Nagle knows what club executives should look for when they search for an architect to plan their course renovation. 

Nagle grew up wanting to be the next Bob Vila, but when the golf bug bit him, he traded home improvement for course improvement. Nagle combined his natural design talent, a landscape architecture degree from West Virginia University, and his newfound passion for the game into a life’s work.

He benefited from influential internships and summer jobs while in college, learning from architects like Pete Dye, Perry Dye, and Don Placek. He went on to spend most of his professional career as a golf course architect with Ron Forse and Forse Golf Design, Inc., specializing in the restoration and renovation of classic and modern golf courses.

Nagle started his own business, Nagle Design Works, on March 1, 2024. His course redesign projects include Lancaster Country Club in central Pennsylvania, site of the recently completed U.S. Women’s Open.

In this episode, Nagle shares his story and lessons learned from a lifetime of work in the golf course industry.

How to Evaluate Architects for Your Golf Course Project

Golf courses, resorts, and related businesses benefited from the surge in engagement and golf activity from COVID-19, helping to offset some of the financial challenges posed by the pandemic, and also breathing new life into many facilities with capital improvements.

Often members don’t know exactly what the course needs, nor do they know who to hire. Nagel offered his top two traits an architect or designer should demonstrate before you sign him or her to a contract.

Listening skills rank at the top. The applicant has to understand what the hot-button issues are and what the timeline is, and then help you develop a written plan of action. 

Recall is not far behind. Nagel puts stock in being able “to walk a golf course, sit down four hours later, and rattle off all the distinct features of that course.”

People, Not Pars

Nagle was never very good at playing golf, but he’s had a passion for the game and its people since he was a teenager. 

As a designer or architect, you must be able to develop relationships with club leaders and members alike. It’s rare to simply be handed the keys to a course overhaul, so engaging with the club community early in a project sets you up for success, like a nice drive down the middle of the fairway.

Enjoy this episode of Leadership on the Links with Jim Nagle!

Quotes

“When I was a kid, I wanted to be the next Bob Vila.”

“When we take that step into the unknown, in the back of your mind, it’s like, is this going to work? Is this going to work? And I saw pretty quickly that I think it’s going to work.”

“Our industry is evolving, where now we’re starting to see those courses built in the ‘50s, ‘60s, and ‘70s starting to get facelifts, but also starting to get some significant rebuilds.”

“If there’s anything our industry is, it’s relationship-based. And it is so small that it will take you within a minute to find some sort of connection with the person you’re sitting next to, talking to.”

“They talk a lot about the community and what this U.S. Women’s Open means to that community. To be a part of that, although a very small part of that, there’s this community-wide success and enjoyment for this event.”

Links Mentioned in This Episode:

Tyler Bloom Consulting: https://tylerbloomconsulting.com/

Nagle Design Works: https://www.nagledesignworks.com/

Connect with Jim on LinkedIn: https://www.linkedin.com/in/jim-nagle-asgca-31031414/

U.S. Women’s Open at Lancaster Country Club (Photo Tour): https://www.uswomensopen.com/2024/galleries/course-tour-of-lancaster-country-club.html

Since helping her husband earn his first superintendent position more than a decade ago, Jacqueline Severidt has made a career out of coaching golf executives up the career ladder. Her do’s and don’ts are essential for anyone aiming to retire from their next position.

Jacqueline is the founder and owner of Severidt Consulting, a private club marketing firm, and has nearly 20 years of experience securing contracts for businesses and individuals. For more than a decade, she has been supporting top individuals in the golf club industry as they earn premier positions along the East Coast, raising the standard for talent acquisition.

Jacqueline assists with strategy, portfolio creation, and pre-interview support, including presentations and coaching. She has successfully secured contracts for individuals at all leadership levels, from first assistants to general managers and department heads. Her clients have been hired at prestigious clubs such as Congressional Country Club, Columbia Country Club, Chevy Chase Club, Woodmont Country Club, Round Hill Club, The Buffalo Club, Washington Golf and Country Club, and many more.

Jacqueline is married to Ryan Severidt, the director of golf courses and grounds operations at Woodmont Country Club in Rockville, Maryland. The couple has two children.

Top 2 Tips to Make Your Application Stand Out

After helping golf executives secure leadership positions for more than 10 years, Jacqueline has seen application portfolios that run the gamut from eagles to double bogeys. Here are two of her top tips to help your resume stand out:

Firstly, save your compliments. Standard reference letters from colleagues are expected, but unprompted feedback from relative strangers can be more impactful. If you've hosted a tournament or worked an event and received positive feedback about your performance, include those notes or emails in your portfolio.

Second, quantify your accomplishments. Use metrics to prove your results to future employers. Highlight how many man-hours you saved by implementing a new strategy, how much money you saved on a project, or how much you grew the membership at your course.

The Importance of Work-Life Balance

According to our 2024 Golf Course Superintendent Employment Trend Report, 80% of respondents are trying to improve their work-life balance. This is a challenge for golf executives dealing with finicky boards of directors, shifting strategies, and industry changes.

Jacqueline discussed tips she and her husband have implemented at home to help him succeed as a course superintendent, spouse, and father of two young children.

“Tactically, we’ve had to organize ourselves a lot better,” she said.

Enjoy this episode of Leadership on the Links with Jacqueline Severidt!

Quotes

“My favorite thing is that I’m helping people to achieve their dream jobs.”

“There’s never a time I work with a client that I do not ask for more metrics.”

“Let people know who you are, because they don’t want to work with someone they don’t like.”

“For families, it’s like whiplash. You can hardly get into a routine, and then it’s changing.”

“If you have cabins on the property, you never know what you’re going to find under the sprinkler heads in the morning.”

Links mentioned in this episode:

Tyler Bloom Consulting: https://tylerbloomconsulting.com/

Severidt Consulting: https://www.severidtconsulting.com/

Connect with Jacqueline on LinkedIn: https://www.linkedin.com/in/jacqueline-severidt-18653136/

Email Jacqueline at: jacqueline@severidtconsulting.com

After a year on the road visiting top golf courses around the country, Brian Laurent has learned a thing or two about what makes a great leader on the green–and his findings might surprise you.

Brian is the founder and CEO of Propel Solutions and wears many hats including executive director, marketing director, communication specialist, event coordinator, and more. He enjoys developing and implementing creative strategies utilizing new technology. 

Brian earned a degree in Communication from The Ohio State University where he was a walk-on member of the men’s golf team. He lives just outside Columbus, Ohio, and still enjoys playing golf and spending time with his wife, two sons, and two step-children.

Top 2 Qualities of a Great Leader

After visiting courses around the country and attending multiple tournaments, Brian noticed a few stand-out qualities that all the best leaders have in common.

The first is composure. Even in high-stress environments, the best leaders stay calm–especially in front of their team. They create a positive culture at the course from the top down. When challenges come up, they take them in stride.

The second quality is that great leaders don’t engage in comparison. They don’t complain or compare their situation to others because they know every course is different. If you want to be a better leader, stay focused on your team and your course–remember the grass is always greener.

The Power of Networking

Brian’s top advice for anyone looking to enter the golf industry (or grow your career) is to build your network. Stay in touch with people you went to school with, volunteer, intern, and travel whenever you get the opportunity. The more people you meet, the more you’ll learn and the better off you’ll be.

Enjoy this episode with Brian Laurent…

Quotes

“Networking is vital to one’s success in this industry.”

“Having that composure when you’re interacting with your team and being able to calmly talk to them about what’s going on and what needs to be done, all that kind of stuff…it pays dividends because you’re not imposing unneeded stress on your team.”

“People tend to lose sight of that, that it’s a game and it’s meant to be fun.”

“I think the most important thing in this industry is networking.”

“I’ve never had a bad day on a golf course when I’m with good people.”

Links mentioned in this episode:

Superintendent Network: https://www.superintendentnetwork.com/ 

Follow the Superintendent Network on X: https://twitter.com/TheGCSNetwork?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor 

Follow the Superintendent Network on Instagram: https://www.instagram.com/thegcsnetwork 

Connect with Brian on LinkedIn: https://www.linkedin.com/in/brian-laurent-aba3744/ 

It’s not very often you hear that being fired was the best thing to happen to someone–but for Paul MacCormack, it was the turning point that changed everything.

Paul is a 23-year veteran of the golf industry and is currently the Superintendent/GM at Fox Meadow Golf Course in Prince Edward Island, Canada. He’s also an author, speaker and certified mindfulness meditation teacher. 

After recovering from an episode of burnout, Paul founded Mindful Island Consulting, a leadership and mindfulness training company that helps workplaces improve their employment culture, retention, and overall well-being.

The Turning Point

For the first half of Paul’s career, he had the pedal to the floor. He sacrificed his health and time with his family to work his way up to superintendent. But once he got there, he was too burnt out to enjoy the dream job. 

Being fired from his position turned out to be a blessing in disguise. By then, Paul knew something needed to change, and when his wife handed him a book on mindfulness, he found the answer. 

Mindfulness allowed Paul to get to know himself on a deeper level. He realized he’d been setting an impossibly high bar for himself and that his self-worth relied on hard work. And it wasn’t just him–this was a pattern he saw reflected in other superintendents too. 

Adding Quiet to Your Day

If you recognize yourself in Paul’s story, there are a few steps you can take to find balance. Mindfulness doesn’t have to look like sitting in silent meditation (although it can). You can also try journaling, going for walks, or just sitting in quiet after the day is done. The important thing is to carve out space for yourself each day.

The more mindful you become, the more you’ll start to recognize patterns in your life. You’ll notice idiosyncrasies in yourself and better emphasize with others. You’ll also get to know where your limits are, so you know when to push and when to pull back.

The Impact of Mindfulness on Your Work

Paul jokes that, in the second half of his career, he’s able to get twice as much work done in half the time–all because he allows himself proper rest. He no longers wastes time at working when he’s being unproductive. Taking time off allows for greater creativity and problem-solving.

One of Paul’s other takeaways from his brush with burnout is to trust his team. Even as the superintendent, you don’t have to do it all. Your job is to make sure it gets done, but that could mean hiring, training, and supporting others on your team. 

Not only has Paul found this new approach more efficient, but it’s also more fun. It’s brought joy back to the game and to his career.

Enjoy this episode with Paul MacCormack…

Quotes

“For the first half of my career, I did everything I thought I needed to do. But the problem was there wasn’t much rest involved and the gas pedal was only to the floor. There was no pumping of the break at all.” 

“Self-inquiry and self-reflection are the most powerful tools one can use to build your leadership style.”

“It’s really hard to lead others when you can’t lead yourself and you don’t know who you are.”

“I work half as much and get twice as much done because I don’t waste time at work getting nothing done.”

“I don’t have to be the beginning and the end of it all. I don’t have to be the one who knows and I don’t have to be the one that does it all. It’s my job to make sure it gets done. And for me, that means training, hiring, trusting, and enabling the people that work with me to do the job.”  

“Expectations in our industry can be ruinous. They can really eat you away both externally and internally because we succumb to completely unrealistic expectations.”

“Golf is a game. It’s meant to be fun and to be enjoyed by people.” 

“You can have the greatest job at the greatest golf course in the world, but if you’re burnt out and you’re not living a life, what’s the point?”

Links mentioned in this episode:

Mindful Island Consulting: https://www.mindfulisle.com/  

Connect with Paul on LinkedIn: http://linkedin.com/in/paul-maccormack-02749bb1 

We’re thrilled to bring you the first episode of the Leadership on the Links podcast with guest expert Pat Jones!

Pat has been a passionate advocate for superintendents and the golf industry for 30 years. As head of Flagstick LLC, he uses that passion to help organizations communicate with customers and drive sales more effectively and efficiently.

Pat has been a business media executive for most of his adult life, profitably steering the sales and editorial operations of Golf Course Industry, Lawn & Landscape, Golfdom, and GCM. He specializes in researching and tracking the state of the golf course maintenance market and shining a spotlight on the industry’s best people, practices, and products. Pat is also a frequent keynoter at conferences and industry events.

In this episode, Pat and Tyler break down our recent 2024 Golf Course Superintendent Employment Trend Report, including steps you can take to market yourself more effectively and prepare for the next level in your career. 

The #1 Skill Golf Course Superintendents Want to Learn

We had over 300 respondents for our 2024 Golf Course Superintendent Employment Trend Report, but what was most interesting was the qualitative data. The verbatim comments provided deep insights into how satisfied superintendents are with their careers, what worries them, and what they need to go to the next level.

Although some superintendents mentioned the need for certifications or better leadership skills, the overwhelming majority felt they needed to become better communicators–to tell their stories, expand their network of contacts, and sell themselves more effectively. 

In general, our respondents felt good about their jobs, but 43% said they were waiting for the next opportunity to come along (either within their organization or at another club), which makes communication even more vital. 

Pat recommends superintendents share their goals with their team and board members regularly. Keep people informed about what you’re doing and why. Not only is this a great way to hone your communication skills, but it will also position you for that next opportunity when it becomes available.

Biggest Challenges

The biggest worry for superintendents in 2024 is managing club expectations. Many respondents said they feel pressure to create perfect course conditions, even though they don’t have the resources.

The other major theme was work-life balance. Superintendents are increasingly standing firm on work-life balance, with 80% actively working on improving their well-being

Gone are the days when superintendents were happy to put in 90-hour weeks and miss their kids’ baseball games. Many respondents said they’ve started communicating with their leadership about mental health, while others are working on their own internalized expectations and making more time for family, hobbies, and exercise.

Hit play on this episode to hear the full report breakdown with insights from Pat Jones…

Quotes

“That’s what this industry is all about, the relationships and the people we’ve gotten to know over the years.”

“It’s a small, small business…if you know a couple hundred people, chances are pretty good you can be successful with those relationships.”

“Networking and communications–it all comes back to that.”

“Train, trust, and delegate.”

“The #1 piece of advice for building a good team and being a good leader and a good manager of people was to get to know them as human beings and not just as somebody who punches a clock.”

Links mentioned in this episode:

The Flagstick Blog: https://www.patjonesflagstick.com/ 

Connect with Pat on LinkedIn: https://www.linkedin.com/in/pat-jones-226766b0/ 

Send Pat an email: patjonesgolf@gmail.com

Join us for deep-dive leadership strategies, behind-the-scenes leadership insights, and the latest golf industry trends. Whether you're on the green or in the office, our discussions offer valuable lessons and laughs.

Subscribe on Apple, Spotify or wherever you get your podcasts and transform your understanding of golf and leadership.