Navigating change

In the world of golf maintenance, our career represents far more than just the grass and landscape; it symbolizes the paths we take in our professional journeys.

One year ago, the prospect of moving to a new country and embarking on a new job was undeniably exciting but also nerve-wracking. The unfamiliarity of the surroundings, the anticipation of cultural adjustments, and the challenges of a new journey all weighed heavily on my mind. Yet it was precisely this combination of trepidation and excitement that ultimately fueled my determination to take the leap into the unknown, ready to embrace the adventure and grow through the experience.

As I reflect on my first year at the Mid Ocean Club, located on the 21-square-mile island of Bermuda, I am reminded that the true test of leadership often lies not in mastering the job itself, but in embracing and inspiring cultural transformation. This article is not just about change; it’s about the art of changing culture, and how it can be successful in all environments. Below are some key takeaways that have been relevant in my situation and can potentially be a guide for anyone looking to integrate change into their organization.

Embracing the unknown

Moving to a foreign country, I quickly realized that success hinged on more than managerial skills; it depended on my ability to navigate the diverse tapestry of cultures comprising our dedicated teams. Having worked for some fantastic club professionals, I have always found that the best superintendents have a distinct ability of embracing the unknown. The most successful superintendents have an evident competence to take calculated risks, learn from failures and surround themselves with a supportive network of friends and family. Remember that embracing the unknown is a good thing and it is OK to feel uncomfortable at times. Over time, you will become more resilient and experience significant growth!

Respect and open-mindedness

The journey of changing culture begins with understanding. To break down the barriers of language and tradition, engaging in honest and open conversations with your team is essential. This includes immediate one-on-one meetings to create openness and transparency. Respect their unique backgrounds and perspectives, which will ignite trust and goodwill. As a leader, encouraging everyone to contribute their thoughts creates inclusivity. That allowed our collective vision to emerge. This is still a complete work in progress and does not happen overnight.

Build bridges, not walls

In this continuously changing landscape, unity will always be your strongest asset. Creating an atmosphere to increase teamwork through various events — golf event outings, barbecues, bowling, holiday parties — will really help. This not only improves morale but also creates an environment where ideas flow freely and solutions emerge collaboratively.

Get the right people on the bus

In his esteemed leadership book “Good to Great,” Jim Collins writes, “The executives who ignited the transformations from good to great did not first figure out where to drive the bus and then get people to take it there. No, they first got the right people on the bus (and the wrong people off the bus) and then figured out where to drive it.” This is a critical reminder for new leaders assessing their new teams. Great vision without great people is irrelevant.

Training and development

One key to transforming culture is investing in your people. Recognizing the value of staff training and development, our leadership team met with each greenskeeper to establish a performance appraisal for the season. We worked together to create a self-graded skills matrix for every job in golf course maintenance. This creates a Total Employee Capability percentage. The matrix is then used to track performance metrics for individuals and our collective team. The club has also been in full support of providing our team with state-of-the-art equipment and every tool to perform our jobs at a high level. Employees, in turn, feel more valued, which translates into better service and increased job satisfaction. Whatever tool it may be, create key performance indicators in your operation so you have measurable and actionable items to strive toward.

Leading by example

As a leader, talking the talk is easy but walking the walk is essential, especially in the beginning. Joining your team in their daily duties will help overcome boundaries. Leading by example not only earns respect but showcases the dedication you expect from them and that you understand their daily routines. Be the first at the shop and the last to leave.

Adaptation and flexibility

In the golf industry, like in any other, change is inevitable. In the Kubler-Ross change model, there are multiple psychological stages that take place for your personnel. This includes shock, denial, frustration, depression, experiment, decision and integration. In our dynamic environments, some employees adapt more quickly than others. Individuals that continue to be in denial with new practices or mentalities recognize that this is completely normal but by continuing to foster an adaptable culture, your team will gradually learn to become more open to change. As you implement new strategies and technologies, make sure you celebrate small victories and learn from your setbacks. Recognizing this change model produces a much clearer picture in the grand scheme.

Measuring success

To track the success of our cultural transformation, we established clear, achievable goals. KPIs were utilized to assess our progress, and we celebrate each milestone. The satisfaction of seeing your hard work translates into enhanced member experience and a successful operation.

Culmination of change

As I reflect on this journey and our team, staffed with diverse backgrounds and perspectives, we are now better equipped to produce a greater product. This diverse, dynamic family has breathed new life into the golf course, making it not just a sporting destination but a cultural hub where every staff member feels at home. The old ways and the new ways have blended into a unique harmony that is the signature of our operation today.

Change in culture is no easy feat, but the results can be exhilarating. The journey of managing a club in a new country with diverse cultures has been a revelation, highlighting the beauty of adapting, learning and embracing change. The key takeaway is that to excel in any industry, one must excel in change management and cultural transformation. In golf, just as in life, it’s not about the obstacles we face, but how we navigate this change that truly defines us.

As agronomy professionals, let us embrace the ever-evolving landscape of our sport, inspire transformation, and drive our clubs to excellence through a harmonious blend of cultures — for there lies the true essence of the game.

Kenton Brunson is director of agronomy at Mid Ocean Club in Hamilton, Bermuda. This is his first Turfheads Take Over contribution.