Communication is a science

Among the many subjects superintendents focus on in their preparation for nurturing and maintaining the agronomic health of a golf course, communications is probably not a top priority. One reason is that superintendents are not by nature a blabby bunch; many would prefer to let the results of their efforts speak on their behalf.

But when it comes to keeping key stakeholders informed, reticent and retiring are not characteristics you want applied to you. Reserved and tight-lipped superintendents can damage their credibility and undermine trust through no fault of their own. Communications shouldn’t get short shrift. And the best way to check all the right communications boxes is to plan. As Yogi Berra once observed, “If you don’t know where you’re going, you’ll end up someplace else.”

To make sure you don’t end up somewhere other than your intended destination, here are three important communication-focused considerations.

1. Who are your primary audiences?

Your communications responsibilities start with your crew. Most team members want to do a great job; the best take as much pride in their work as you do. But they need guidance, which starts with clear and consistent communications. Conditions and priorities change and are often largely out of your control. And crew members can become frustrated if it appears that what they thought was the plan is no longer. You keep morale and performance high when you explain exactly how their work is affected and reinforce your appreciation for their contributions. Beyond your team members, your communications need to acknowledge other functional areas at your club or course. These teammates can be your first line of support if you keep them informed, and explain problems and how you are dealing with them.

Owners, managers and board members want to know that you have complete command of the course and its condition. This is the facility’s primary asset and any change in its quality — real or perceived — has a significant effect on the business. Stay ahead of their questions and uninformed conclusions with proactive communications that lower the temperature while helping them manage expenses and projections.

Your customers are a third key audience segment. They want to know three things that relate to you and your job: What changes are planned for the course? What quality of course conditions should we expect on a regular basis? How do you plan to deal with challenges such as flooding and ground-under-repair and projects such as aerification and irrigation repairs?

2. What do you need to communicate to each audience segment?

The most important message a superintendent can send and continuously support is “I’ve got this.” Communicate your timeline, tasks and methods well ahead of the season and provide updates throughout the season. Your strategy with each group of stakeholders should be to anticipate their questions and concerns and to stay on offense through ongoing communications. Relying on communications tactics to play defense on contentious topics is not a comfortable position.

Club leaders want a superintendent who is proactive, accurate and unflappable. Use a variety of media and techniques — email, websites, focus groups, field days – to communicate that you are the right person for the job.

3. How do you improve communications?

Developing your communications plan is done in the relative calm of the off-season and relies on the following points of focus:

• Identify your audience segments: crew, facility managers, ownership/board/management.
• Identify and prepare primary and secondary messages for each audience segment.
• Determine the method of communications and the frequency with which each audience will be reached.
• Seek out those who can help develop, design and distribute content that is the backbone of your communications plan, if these areas are not personal strongpoints. Remember that a key part of how your communications are received is based on the professionalism of its execution.

Finally, think of your plan as existing in wet cement that never fully dries. Monitor its effectiveness by asking stakeholders how a specific message was received: Did it answer your questions? How could it have been more valuable to you? Then make mid-course corrections and revisions. Remember, a revised plan is better than no plan.