Profiles of ProfessionalGolf Course SuperintendentsThere's more than one way to build a successful career!

by PATRICK M. O'BRIEN

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AT TYPE of training doesit take today to become asuccessful golf course super-

intendent? Many people believe thatto become a great golf course super-intendent requires plenty of luck orfavorable politics. After almost 20 yearsof consulting with superintendents, Ihave found there is no single blueprint.Every individual is different, and thereare many ways to acquire the skillsneeded to become a successful super-intendent.

The purpose of this article is toprovide several models for the mostpopular career paths superintendentshave followed. By describing the back-grounds of several successful superin-tendents, it is my hope that the nextgeneration can gain some insight abouthow to shape their careers. Also, advicefrom these professionals regarding theirsecrets for success will be offered.

Model #1: A Man of TraditionBeing a caddie and working on the

golf course maintenance staff can pro-vide a young person with many oppor-tunities. Bill Anderson is living proof.Bill was awarded the prestigious EvansCaddie Scholarship sponsored by theWestern Golf Association as a result ofcaddying at Point 0' Woods at BentonHarbor, Michigan. "Caddying was theonly job I qualified for when I was 14

Bill Anderson

years old," says Bill. Bill used theEvans Scholarship to attend MichiganState University, where he earned a BSDegree in Crop Science under notedturfgrass Professors James Beard, PaulRieke, and Joe Vargas.

"Once I could drive, I began workingon the maintenance staff for NormKramer," recalled Bill. Norm was Presi-dent of the GCSAA and one of themost respected superintendents inMichigan. Based on Norm Kramer'sexample, Bill knew he wanted tobecome a successful superintendent,too.

After graduating from MichiganState, Bill went to work for JohnMoreland at Carmel Country Club,Charlotte, N.C. After two years as anassistant, Bill accepted the superinten-dent position after John retired. Bill'sbeen on the job for 25 years now. Billis a blueprint for today's traditionalsuperintendent profile.

Model #2: The Old-Fashioned WayYou don't always need a college

degree to reach the top of your pro-fession. Bill Womac is an example ofsuccess obtained by hard work andcommitment to self-development. Billgrew up on a dairy farm in Athens,Tennessee, and learned at an early agehow to work the soil and operate andmaintain machinery. Normal workinghours were sunup to sundown. Billwent to school in the same buildingfor 13 years and "never missed a dayof schooL"

After graduating from high school,Bill worked for General Motors inAtlanta, but after only three days a carmodel change forced Bill to be laid offtemporarily. Bill needed another job.The landlord of the apartment buildingwhere Bill was living suggested Billask another tenant, who was buildinga golf course, for a job. The construc-tion superintendent hired Bill to pickup rocks and later drive a tractor. "Iliked outside work and I needed themoney," said Bill.

IBill Womac

Each summer during model changes,Bill would return to golf course work.After the third summer, Bill was offeredan assistant position at Atlanta CountryClub, working for George Burgin, whobecame Bill's mentor. Bill acceptedhis first superintendent position atChestuee Country Club, in his hometown, after only one season as anassistant. "George said I could handlethe job, so I took it," recalls Bill. Afterthree years, Bill returned to Atlanta andaccepted the superintendent positionat Dunwoody Country Club, where hehas remained for the last 25 years. "Ihave no regrets about the path mycareer has taken. If I could do it again,I would do it the same way. All Iwanted was a chance, just one chanceto show I could manage a course." Inmany ways, Bill found out later in lifethat his family farm experience helpedhim with his career. Most importantly,he used his work ethic to master thelatest techniques, participate actively inthe superintendents association, anddevelop professional relationships withcourse officials and committees.

Model #3: Changing LifestylesRandy Mangum grew up in a house

located on a nine-hole course inAnniston, Alabama. A typical summerday included picking up range balls,washing golf carts, and even playing

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Randy Mangum

golf with his brothers and parents.Randy later worked on the mainte-nance staff, helping with the irrigationand driving a tractor. However, work-ing on a golf course was really only amatter of convenience while growingup, and after high school Randy got ajob with a construction company andstudied welding at a technical schoolin the evenings.

Randy's older brother Ken was a golfcourse superintendent. Randy oftenvisited Ken, and after 12 years of con-struction realized that he didn't wantto stay in this business for a lifetime.During those years, Randy and Kenkept talking and thinking how it wouldbe great to be in the same industry. Atage 30, it was time to either make thechange or stop thinking about it. Witha wife and two children, Randy quit hisconstruction job and went to AbrahamBaldwin Agricultural College (ABAC)on a partial scholarship from theGeorgia State Golf Association. Hisfamily lived off the profits-from the saleof their hom-efor the next two years. Inthe-summer months, Randy worked asan intern for his brother Ken at theAtlanta Athletic Club.

Upon graduating with his turf man-agement degree from ABAC, Randysent out resumes and was hired asthe second assistant of the RiversideCourse at the Atlanta Athletic Club.After three years as an assistant, Randywas promoted to superintendent atthe Riverside Course. "I finally reachedmy goal of becoming a superinten-dent," recalled Randy. "I credit my wifefor being so understanding during mycareer change, and my brother Kenfor helping me to get started in thebusiness." Randy now is the super- .intendent at Stonebridge Golf Coursein Rome, Georgia. He has shown it ispossible to switch careers and becomea successful superintendent.

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Model #4: A Family Affair

The Maples family tree has its rootsin the golf business all the way backto Old Tom Morris through DonaldRoss. It would seem only natural thatPalmer Maples, Jr., whose father wasgolf professional and superintendentat Benvenue Country Club, RockyMount, North Carolina, would alsoenter the business. While growing up,Palmer helped his dad on the golfcourse daily and admired his lifestyle.

After high school, Palmer attendedAbraham Baldwin Agricultural College(ABAC), where he completed a two-year degree in turf management. Dur-ing the summer months, Palmerassisted Dr. Glenn Burton with hisbermudagrass research plots. Palmersharpened the mowers, mowed, top-dressed, and overseeded the plots.Tifgreen bermudagrass was releasedfrom this plot work. After ABAC,Palmer was drafted into the Armyand later graduated from the Universityof Georgia with a B.S. degree inagronomy.

While finishing his college degreeat the University of Georgia, Palmerhelped the Charlotte Country Club con-vert its putting greens to Tifgreen ber-mudagrass. After graduation, Palmerreturned to Charlotte as assistant andwas later promoted to superintendentin 1959. This was the beginning ofPalmer's 38-year career as a golf coursesuperintendent. "My goal every daywas to set up the course so the golferscould play by the Rules of Golf," saidPalmer. "I've had a beautiful career asa superintendent. I couldn't havescripted it any better." Palmer is ablueprint for the man born to be asuperintendent.

Tips for Success from the Pros

Golf course maintenance is a bigbusiness today. A successful golf coursesuperintendent must possess muchmore than just technical ability. He orshe must be an agronomist, financialand personnel manager, and muchmore. The superintendents profiled inthis article have experienced firsthandthe challenges a superintendent faceseach day and have shared a few tips tohelp others stay on the road to success.

1. Work for a superintendent who isas good a manager of people as he isof turf - someone who could be amentor. Mentors are needed to teachnew people in the industry the integrityand the tradition of the game and thecooperative spirit that exists amongmany superintendents. It is the sharingof information and the willingness torely on each other that makes theindustry so strong and a pleasure towork in. Many turf managers haveregretted not spending enough timeworking as an assistant to an excellentsuperintendent prior to taking a jobas a superintendent. Working for suc-cessful superintendents who take aninterest in your development willbenefit you for the rest of your career.

2. Work as an assistant superinten-dent before putting your job career onthe line as a golf superintendent.There is much more to becoming asuccessful superintendent than know-ing how to manage the turf. As anassistant, you will be able to observehow a superintendent works throughthe challenges of managing a crew,dealing with a Green Committee, andworking with representatives whomarket turf-care products. Most assis-tant superintendents improve theirtechnical knowledge of the job and aregiven more responsibility for decisionmaking as their tenure at the courseincreases. Avoid the temptation tojump at the first job offer. You andthe superintendent should be able toevaluate whether you are ready for thechallenges of being a superintendent.

3. Understand club politics. It isessential to understand that the indi-viduals monitoring the golf coursemaintenance program come fromvaried backgrounds. At most privatecourses, the Board of Directors andGreen Committee change frequently-sometimes annually. At municipal andprivately owned facilities, a more stableenvironment usually exists. Successfulsuperintendents get to know their newGreen Chairman and gain a perspec-

A successful superintendent develops and hires good talent for the staff. One way to keep the staff up to date is to let themparticipate in educational opportunities. Occasionally, superintendents will ask the USGA agronomist to meet with themaintenance staff during Turf Advisory Service visits to answer questions and talk about course conditions.

tive of that person's goals. The super-intendent takes the initiative to developa good relationship and understandsthe Chairman's expectations. Theremay be times when you just can't getalong, but the successful superinten-dent knows how to be flexible, outlast-ing this individual's term without mak-ing an enemy.

4. Develop and hire good talentfor your staff. With the demands ontoday's superintendents being whatthey are, it is essential to hire talentedindividuals for the maintenance staff.Irrigation and spray technicians, firstand second assistants, mechanics,horticulturists, special project foremen,secretaries, and support staff are vitalfor success today. It is impossible to doit all by yourself.

5. Avoid taking risks that couldcause a major disaster. Everyone hasseen this in the business. A superin-

tendent will mix a "witch's brew" ofproducts and apply these to the greens.Why do it? Even if it works out per-fectly, what benefit could equal thatrisk just taken? With today's high golferexpectations, unacceptable turf con-ditions at even one green are nottolerable.

6. Keep golfers informed. News-letters are an excellent communi-cation tool to keep members informedabout golf course projects and routineoperations. Provide tentative dates foraerification and other disruptive prac-tices, and avoid saying a project will bedone by a specific date. If a date mustbe used, be sure to emphasize the un-predictability of working with natureand that such dates represent only abest estimate. Report information andavoid promises.

7. Develop a budget. It is impera-tive that the superintendent is in-

volved with the development of thecourse operational budget. Avoidhaving the course owner or Board ofDirectors be the ones in charge ofdeveloping the budget, but seek theirinput. Always seek guidance and workwith the General Manager on thisimportant task. Regardless of the size ofthe budget, the superintendent deter-mines how the funds are spent, basedupon maintenance objectives.

8. Take on as much responsibility asyou can handle. Additional respon-sibility helps both politically andfinancially. This may require hiringmore staff, but you will benefit in thelong run. With the swimming pools,clubhouse grounds, golf carts, andtennis courts at most golf facilitiestoday, many opportunities are availableto expand your areas of responsibility.If the clubhouse grounds look eithergood or bad with upkeep by a con-

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Do your homework so you're prepared for potential questions from the golfers. Thispreparation includes studying the Rules of Golf and the traditions of the game.

tractor, there is no sign to let themembership know who gets the credit.It is not easy accepting more respon-sibility, but it can mean higher salariesand the perception of a more valuableemployee.

9. Dress like a manager. It is im-portant to dress appropriately whenattending professional seminars andconferences. In most instances, whenon the golf course, dress as a golfer.Obviously, you have to get dirty onthe job from time to time, but alwayshave a change of clothes for theexpected or unexpected meeting at theclubhouse with the Green Committeeor general manager.

10. Avoid challenging the members.If a scheduling mistake happens, mini-mize the impact by accepting respon-sibility or resolving the problem. Forexample, a superintendent could becorrect with the agronomic benefits offairway aeration, but if it is performedbefore the club championship, prob-lems can arise. Instead, try to schedulethe aerification at another time anddo not jeopardize your image with thegolfers at the club. It could take yearsto overcome this mistake. Both the golfprofessional and superintendent needto work together on a compromisebetween the golf calendar and main-tenance schedules, especially at coursesthat are open daily.

11. Find the proper balance betweenthe needs of the turf and the needs ofthe golfers. To provide golfers withthe high -quality playing surfaces theydesire and deserve, occasionally theywill have to yield to vital maintenancepractices. For example, wilting puttinggreens on a hot afternoon need to betended to, and course workers musthave the chance to apply the neededwater. Although every effort must bemade to minimze disruptions duringplay, they cannot be avoided com-pletely. Newsletters, posters, and takingtime to visit with golfers on the courseprovide excellent opportunities foreducation and increased golfer under-standing of maintenance needs.

12. Maintain a professional rela-tionship with the members. It isimportant to .know the club membersor golfers, but the goal should not beto become best friends with them. Atthe same time, a superintendent shouldnot consider himself a second-classcitizen. Experience will enable you todetermine when to be sociable with themembers. Superintendents should bemade welcome at the clubhouse, teeingit up occasionally with members or

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course officials, and representing theclub at area and membership events.Active participation in communityaffairs is an excellent means of demon-strating that you have much to offer inaddition to knowing a lot about golfcourse maintenance.

13. Play the golf course. Make thetime to play the golf course. After all,you and your staff have the greatestinfluence on the game, and you mustknow how your agronomic programsare affecting play. You will be in a muchbetter position to respond to questionsabout the playability of the course ifyou play regularly. Do not displace amember during heavy play times, andstay on the alternate list for club events,always giving members preference. Italso is important to study the Rulesand traditions of the game.

14. Attend turf conferences, USGAGreen Section Conferences, andannual training workshops. Neverstop learning and asking questions.Most clubs will encourage and payfor their superintendent's continuingeducation. Know your limitations,

and see where you need additionaltraining. Education is a lifelongprocess. Become involved with theGCSAA and the local superintendents'organizations.

15. Do not spend too many hours atthe golf course. When the job demandsthe time, be there! Most golf courseoperations are run from 7:00 AM to4:30 PM. What is a superintendentdoing who stays until 8:00 PM eachevening? Is this person doing jobs thatdidn't get done in the day, or is it jobinsecurity? In many instances, betterscheduling can avoid this work over-load, as can adding more staff or super-visors. Courses with lower budgetsneed to set limits on expectations ifthese solutions aren't possible. Avoidstaying late unless something has toget done. Nobody but the superinten-dent himself can make his job pleasur-able. It is not the responsibility of theBoard of Directors or Green Commit-tee to ensure your happiness. Be sureto make time for your family andother activities to help ensure youcontin ue to like your work.

Student interns gain valuable experience working on the golf course crew.Working for a successful superintendent can provide a rewarding experience.

16. Accept constructive criticism.Noone likes criticism, but it can hap-pen even at courses with excellentplaying conditions. Criticism can comefrom just about anyone, includingemployees, golfers, employer, orspouse. Politicians are the best at neverseeming to take criticism personally.Superintendents need to have thesame philosophy. One golfer complain-ing about the "fluffy" bunker sand maybecome very irritating, but it is thebunker sand and not you that is thesource of the irritation. Superinten-dents need to separate the complaintfrom the complainer, leave personalfeelings back at their desk, and evaluatethe validity of the complaint.

17. Pay attention to small details.Many superintendents spend themajority of their time dealing withlarge issues, and in the process over-look the importance of the little details.Everybody sees the big picture, but thelittle details seem to multiply. Move thebig rock and thousands of small rocksappear! It has been said many timesby golf course architects that a golfcourse is judged 80% on its visualappearance. How does a golf courselook to the golfer each day? One notedsuperintendent always rides the golfcourse regularly with his wife, who hasa keen eye for small details.

18. Remember that there are mem-bers at most clubs who do not playgolf. Many clubs have social member-ships for non-golfers. Find ways tocontribute to these members' enjoy-ment of the club, such as the care ofthe clubhouse grounds, the AudubonCooperative Sanctuary Program, fire-

wood, home-lawn articles in the news-letter, tree planting programs, joggingpaths, etc.

19. Be a leader and a manager withthe maintenance staff. Provide leader-ship for these employees based onethical, moral, and professional goals,not through threats, berating, orbadgering. Maintain a supervisoryposition with your employees. You canbe their friend, but not their buddy.Make sure you communicate one onone with employees and not justthrough memos. Always seek to raisethe standards of the employees byyour own daily activities, such as beingon time. Strive to have patience withemployees, even after mistakes, such asmowing down your recent wildflowerplanting. Respect your employees,their differences, and their pursuit ofhappiness.

Your staff usually can sense attitudechanges. If you slow down, it providesyour employees the same opportunity,and problems will occur during the golfseason. When this happens, take timeto devise a plan. By taking charge witha plan and priorities, a successfulsuperintendent will get the ship backon course. Most employees want some-one to provide direction, especiallyduring tougher times.

20. Learn effective maintenancescheduling. As much as possible, avoidscheduling maintenance work when itcould interfere with play. Schedulingmaintenance around play will avoiddisrupting golfers and will allowemployees to work more efficiently.Most superintendents know how longit takes to complete the various tasks

on the course. Always know where theemployees are, and set time limits forcompletion of daily chores to enhanceproductivity. Always say bunkers willbe raked by 10:00 AM and not "let'srake the bunkers today."

21. Take advantage of the latesttechnology. Technology can make yourjob easier and help produce a higher-quality result. Always strive to raisethe club standards daily.

22. Build your resume to ensureyour value because the superinten-dent field is so competitive today.Choose turf schools very carefully, andwork with experienced superinten-dents. A strong educational back-ground is a current market trend. Todaymore than 88% of all superintendentshave some sort of formal college train-ing' and 67% have completed a two-or four-year degree program. A goodeducation that includes training inbusiness and environmental science isgoing to become increasingly helpful toremain competitive. Be sure to docu-ment regular participation in educa-tional programs for your resume.

23. Hire other professional talentfor assistance with projects or prob-lems. During a renovation, a success-ful project is the result of a team effortbetween the superintendent, builder,golf course architect, and club leader-ship. For new landscaping, hire alandscaper to help with the design.Hire arborists to assist with long-rangetree-care plans. Consult with theUSGA agronomist annually to findout the latest information about turf-grass management, new products, andtrends. The USGA Green Section alsocan help a superintendent assemble theideal team of experts and materials fornew courses and renovations with thenew Construction Education Program.

ConclusionBeing a golf course superintendent

is a great career today. The job is veryrewarding and requires many skills tomaster. There are many different careerpathways to become a golf superinten-dent, and successful superintendentscan come down any road. Overall, thesuccessful superintendents work smartand always seeks better ideas andmethods to make themselves and theirjobs even more successful.

PATRICK O'BRIEN is director of theUSGA Green Section's SoutheasternRegion, visiting golf courses throughouthis six-state region. His USGA GreenSection career began in 1979.

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