Professional development never stops

Many of us have recently returned from golf’s two biggest trade shows and conferences, the PGA Show and the GCSAA Conference and Trade Show, where no matter the size, reputation or financial health of the courses we represented, we were bombarded by products and services that promised to make our businesses better. More efficient and profitable operations, healthier turf, more productive employees. All we had to do was order a product or sign up for a service. Voilà!

We left those shows confident that the products and services we invested in would serve our facilities, customers and members well. To borrow a line from a Cheez-It commercial, “some might say perfect.” But how many of us are making a similar investment in ourselves through an intentional approach to personal and professional development? In other words, are we working as hard at making ourselves better as we are at making our businesses better?

Professional development is the process of gaining new knowledge and skills through continuing education and training. It can take the form of classes and workshops, attending conferences and earning professional designations. Like so many other things, developing ourselves professionally and personally is a journey without a finish line, which has spawned the idea of lifelong learning. The journey is well worth taking because it leads to new opportunities for career advancement, helps distinguish you in a competitive field of job candidates and promotes a better quality of life.

Four key skills to aid your personal and professional development journey:

Time and workflow management

We know the sun seldom sets on a day when everything is done because there’s always more to do. Professionals who accomplish great things agree on the need to prioritize workflow management to use their time more effectively. Three keys:

• Keeping your focus on the most important tasks means that you have a plan that you are executing. That begins with your agronomic plan and carries through to the goals and objectives you set with each team member. Everyone needs goals, especially newcomers just starting their careers.
• Organizing everything for which you are responsible: maintenance facility, equipment storage, workspace and crew room. Your organization sets a standard and an expectation for your crew. It is reasonable to assume that poor performance arises from sloppy and poor organization.
• Making time for yourself, your family and your friends. Doing so keeps you sharp; failing to do so isolates you from those most dear.

Communications

Agronomic experts are called on frequently to describe capital improvement projects and to explain the strengths and weaknesses of process options. Those superintendents who are effective communicators — both verbally and in writing — seem to get more of what they want more often. Make yourself a better communicator by:

• Becoming a more confident and competent public speaker. Learn how to organize your thoughts and present them clearly and simply. Remember, your audience is seldom steeped in the scientific knowledge you possess. Most everyone is a little intimidated when speaking to a group, but public speaking programs and courses can help overcome that reluctance.
• Learning how to organize and produce short videos. Tell — and show — your golfers about new projects, changes in cultural practices and your vision for their course. We’ve become a culture that seems to prefer consuming and learning from video more than other media. Get with the program.
• Improving your writing skills. While video continues to gain popularity, reports, budget summaries and content produced for newsletters and blogs still rely on the ability to organize and commit words to paper or a computer screen. Check out local professional schools or online programs for guidance and constructive feedback.

Managing and measuring performance

Setting goals and objectives is essential to helping others help you. Once you and your teammates have established the goals you wish to accomplish — and agreed on how you will get there — you must monitor their progress. That’s called managing. Three important tactics to remember:

• Keep goals and objectives in plain sight. Visibility reminds you and those to whom you have assigned responsibility that these goals remain unfinished. Put them on your job board. Help each of your teammates record the tasks on their to-do list. Monitor workflow and accomplishments to ensure that you exceed expectations and fulfill promises.
• Talk with your teammates frequently. Make sure they know they have your support. Never tire of asking, “How can I help?”
• Ditch the command-and-control philosophy and style. That’s not how anyone wants to be managed these days, and it’s a recipe for constant turnover. Empower your team to bring their own ideas and enthusiasm to work.

Mentorship and coaching

Sometimes superstars are not effective coaches. But your team will consider you a superstar if they know you understand their dreams and aspirations. Keys to becoming a better people builder:

• Be deliberate in scheduling time with your crew leaders. Make the time to review their duties, goals and objectives.
• Discuss career development with your team. Let them know that you expect them to grow and that you are watching to see that their development is effective.
• Be even-handed in dedicating time to developing everybody, not only the top performers. Showing genuine interest in someone’s personal and professional development means more than many managers might believe.

As you work hard to make your business better this year, don’t neglect the steps that lead to a journey of personal and professional development. You just might discover that making yourself better also makes your business better.