A drone’s-eye view of the par-3 No. 3 hole at Naples National Golf Course in Naples, Fla. The area invokes fond memories for the author, since he provided “a lot of input” on the tee area to architect Dana Fry and even designed the footbridge at top left. Photo by James Haefner
Vince Lombardi, the legendary former coach of the Green Bay Packers, famously said, “The man on top of the mountain didn’t just fall there.” In short, he knew that reaching the pinnacle of the NFL required immense effort and dedication.
I believe the same immense effort and dedication are required to rise to the top of this or any other profession. This article — the first I have penned since retiring from the industry — is specifically aimed at those just entering the profession. I strive to help make the path easier for today’s aspiring superintendents.
I have categorized the necessary skills to succeed into two groups: hard skills and soft skills. Hard skills are typically acquired through formal education or hands-on experience as you advance in your career at a golf course. Soft skills are those that allow people to interact effectively with others.
Often, a combination of both is needed.
To reach a top position in this profession, you must thoroughly understand those hard skills, such as the relevant agronomy. This includes knowledge of plant nutrition, plant pathology, entomology, soil science, weed control, thatch management, turfgrass varieties and irrigation technology. The advanced degrees in agronomy that I earned in school opened doors for me to at least get a foot in the door when I first applied for many positions early in my career. Along the way, I found many other skills I needed.
For this article, I will set that knowledge base aside and write here about the “soft skills” that are not taught to you in turfgrass school yet are not only needed but essential if your goal is to reach the top of the mountain.
What I refer to as soft skills include communication, training, sales ability, motivation and people skills — commonly known today as emotional intelligence. I will address these individually, but it’s essential to recognize that they are all interconnected. I will also consider them collectively.
Author, Gary T. Grigg, CGCS, MG, has more than five decades of experience in the golf course industry. Photos courtesy of Gary Grigg
Make communication and motivation your top priorities
When managing people, know how to have tough conversations that produce results. Communicate with crystal clarity. Say what you mean and mean what you say.
Team meetings are essential, but I learned I needed to communicate with each employee individually about their role in my operation. Be honest. If you want to see change in someone’s behavior, sooner or later you’ve got to step up to the plate. You’ve got to be honest with the other person. You have to tell them how their behavior hurts you, the team, the company, the customer or anything else. Open their eyes. Refrain from the all-too-common practice of hearing a few words and then jumping in with your response. It’s a sign that you’re not listening and don’t care much about the other person’s comments.
Interruptions seem incredibly tempting when someone comes to you with a problem. We often want to jump right in and give advice. If the team member is doing great, individual communication is a great way to let them know and a great motivator.
Early in my career, a frustrated employee told me I “talked too much and listened too little” during a one-on-one meeting. This prompted me to reflect on my listening skills, or, rather, my lack thereof. I realized I needed to start listening as if my job depended on it — because it probably did. Could this be true for you as well? Do you talk too much and listen too little? I urge you to assess your listening skills.
Early on, I discovered that motivating my employees was challenging. You’ll need to inspire many employees, each requiring different motivational approaches. The ability to motivate your team can be the difference between success and failure as a leader.
No one is motivated by just one source, and although there are many thoughts and even books written on the subject, it often comes down to two key elements: rewards and recognition. To know how to motivate each employee, you must get to know them personally. Simply put, you can’t say one thing, do another and feel good about yourself. You can’t say, for example, that an employee is essential to you but never find time to spend with them.
Make each crew member feel important. Always give constructive criticism that doesn’t upset the other person. People will forget what you said, but they will never forget what you did or how you made them feel.
The green site of the famous hole No. 3 at Ventana Canyon in Tucson, Ariz.
You must become a good salesperson
At the 1994 GCSAA Conference and Trade Show in Dallas, our keynote speaker was the great Zig Ziglar. He was one of the best speakers we ever had at the conference (I have been to 53 of them). I do not recall his entire speech, but I remember him saying we all needed to be good salespersons. He said, and I quote, “If the business you are in requires that you work with people, then you, my friend, are in sales.”
We collaborate with people at all levels — superiors, subordinates and peers from other departments. It’s essential to communicate effectively and promote our vision of the course to our team. We must convince our clubs of the value of our maintenance plans and programs. We must also secure our club’s approval for the budget necessary to meet their standards to succeed.
Along the way, I developed a PowerPoint talk on “How to Sell Your Budget.” I have written several articles on budgeting in the past, including one published in this magazine. The bottom line is that your ability to sell your budget may be the most important thing you can do. We must also continually market ourselves to maintain our employment. Zig was correct. We indeed are in sales.
Grigg in front of a new Bucker two-wire irrigation system in 1973 at the Lodge of the Four Seasons in Lake Ozark, Mo. Two-wire systems are quite popular now, and the controls mounted on the wall in the background can be managed by a cellphone app.
Train, train, train your people
In 1997, I earned the title of BIGGA Master Greenkeeper. While attending the conference in England to receive the award, I had the opportunity to hear Sir Richard Branson, the founder and CEO of the Virgin Group, as the keynote speaker. During his presentation, he addressed the common issue of employee retention.
Many companies hesitate to invest in proper employee training, fearing that once they become skilled, they will seek higher-paying positions elsewhere, rendering the training a waste of resources. Branson’s response to this concern was memorable: “Train your employees well enough that they can leave, but treat them so well that they do not want to.” Branson also stated, “The only thing worse than training and losing an employee is not training and keeping them.”
Tom Weiskopf (left), Grigg (center) and Tom Watson, at Shadow Glen in Olathe, Kan., in 1989.
Training your crew empowers them to do their jobs
There’s a great saying: I hear and I forget; I see and I remember; I do and I understand. In short, the best way to learn anything is by doing it.
Early in my career, I experienced significant setbacks because I merely instructed employees on what needed to be done. Most employees, especially those with limited experience, struggle to understand instructions without proper guidance. To make matters worse, many employees were not proficient in English, which created additional barriers.
I relied heavily on training videos for many years, showing them during team meetings to address this. I also required employees to sign a notice confirming they had viewed and understood the content, which I then filed for record-keeping. I then progressed to what I now recommend: going out on your course with your crew and equipment and making videos of what you want done and how you want it done. This also needs to be in their native language, whatever it is. Modern-day equipment makes this process more accessible than in earlier years.
There are many other good ways to get an education for your team. I have often been invited to come into a maintenance team and do education. In my case, most of it is agronomic. There are numerous chances to take or send employees to local, regional or national seminars. Good training can be an expensive process, so be willing to invest in your employees.
When discussing training, do not forget about yourself. This profession is ever-changing, with new products, chemicals, equipment and procedures. It would be best if you continued to educate yourself and your crew.
Be concerned about your character
Famous former UCLA basketball coach John Wooden once said, “Be more concerned about your character than your reputation. Your character is what you really are, while your reputation is merely what others think you are.” When you have character, you become a good leader who can be counted on, is consistent and cares for others without any strings attached. A good leader is genuine and authentic. Ability will take you to the top, but character will keep you there.
A recent photo of Naples National Golf Club. Photo courtesy of Jim Colo
People skills and social skills
I think emotional intelligence is the most important of all the soft skills I discuss in this article. It is the ability to understand, use and manage one’s emotions and to understand and respond to the feelings of others. It is also the ability to make sound judgments and avoid or solve problems. To have good emotional intelligence, you need to understand yourself and others. A key word here is empathy. Emotion researchers generally define empathy as the ability to sense other people’s emotions and imagine what someone else might be thinking or feeling.
Back in the 1970s, when GCSAA first started offering seminars, it included one focused on this topic. The instructor would pose situational questions, asking how participants would respond. One individual consistently answered, “I’d fire him,” regardless of the scenario. While this may be how some people manage, it is not the right way to lead.
Late in my career, I discovered Alan Zimmerman, Ph.D., and began to take seminars from him. I learned a lot about emotional intelligence and wish I had that knowledge early in my career. I encourage all those who think it will help them to do that. He is online and offers books, videos and seminars.
Confidence and self-esteem
I have spent all my adult life in this business. I have met and become friends with many great golf course superintendents and executives in the support industries, and all those on the top of their mountain have unfailing self-esteem and confidence.
I have learned that confidence is not a matter of luck or genetics. Confidence on the outside begins by living with integrity on the inside. Confidence results from thinking the right thoughts, using the right skills and presenting yourself with the correct body language. And that comes from practice, practice, practice.
I will end this article with a quote from Zimmerman: “You perform exactly as you see yourself. That’s why self-esteem and confidence are so critically important. It controls how far you’ll go in every aspect of your life, career and relationships.”
Always deliver on your commitments.
Always be reliable.
Always act ethically.
Final thought
When I started my career after schooling in 1968, it felt like a mountain in front of me I could never climb. Now that mountain is so far behind me that it is barely visible in the distance. I became a better person for that long journey, and I know you can also be better.
With a B.S. in agronomy and entomology and an M.S. in agronomy, Gary Grigg, CGCS, MG, has over 50 years of experience in the golf course industry and certifications from both GCSAA and BIGGA, and served as a golf course superintendent for 32 years. A 54-year GCSAA member, he served as the association’s president in 1995.