Up the ladder perspective

At some point in their careers, many superintendents wonder if they should pursue a move inside, away from the agronomic side of the golf business and into senior management. Three superintendents who have made the move successfully — John Cunningham, GM & COO at Grandfather Golf & Country Club in Linville, North Carolina; Jim Wyffels, GM at Spirit Hollow Golf Course in Burlington, Iowa; and Carlos Arraya, GM & COO at Bellerive Country Club in St. Louis — offer their insights and advice.

At what point in your career did you begin to consider moving beyond the role of golf course superintendent to a senior leadership role?

Cunningham: I have been working on bettering my management and leadership skills consistently over my entire career. It’s ongoing and never ending.

Wyffels: I hadn’t ever given any thought to becoming a GM. In fact, when I was growing in my second golf course, the management team asked me if I would consider overseeing the whole operation. At that point in my career, I thought the idea was a little crazy. A few years later, at that same facility, the GM position opened, and I was approached again. At that point I thought I had a good handle on the agronomic side, and since I had worked so closely with the outgoing GM, the notion of testing the water made more sense.

Arraya: I had no interest! In 2008, when board members suggested I had excellent leadership skills, I was invited to the board room meetings. The rest is history.

What skills transferred up the organizational ladder from superintendent to your current role?

Cunningham: One of the most critical skills that is transferable to many other leadership positions is your ability to connect and leverage your relationships with people: selecting team members, mentoring, building relationships with department heads, developing a rapport with membership and committees.

Wyffels: Time management, ability to multitask, planning and the ability to create, manage and manipulate a budget on the fly. As superintendent, your problems are always expense only. As the GM, you are tasked with both expenses and revenue. Making both work is like walking a tightrope.

Arraya: As a GCS, I always looked ahead to manage weather impacts, historical trends and scheduling. As a GM, ironically, it’s similar. I look ahead to forecast the business, weather impacts, trends and events. I always overcommunicated as a GCS. As a GM, I do the same.

What skills did you need to learn or develop further as you advanced?

Wyffels: Understanding the business. Hopefully, you already have a great understanding of the operation side of golf. You must be able to put yourself in the shoes of whichever department you are working with and help them be successful in achieving your club’s goals.

Arraya: I realized people join and love the club for various reasons, not just the golf course. I needed to connect to their love for the club to best understand their position. I also realized that team members join the team for different reasons. If they choose to work for us, I must be an active listener.

What advice do you have for superintendents considering a move to GM, director of operations or another senior leadership position?

Cunningham: We are all wired differently and have different aspirations, strengths and opportunities. Surround yourself with those who will push you to become better and those who will support you when faced with obstacles on your journey.

Wyffels: 1) Be sure the move is right for you. If you think that your schedule will be similar to what you have had as a superintendent, you are mistaken. You will be on call 24/7 — for members, owner, golf pro, chef, housekeeping, lodging manager, event coordinator. 2) Make sure you understand the goals and objectives of the club/owner. Consider if you think these are reasonable. 3) Stay attached to your original profession! Keep up your certification level. Continue to attend education classes and stay connected to your superintendent colleagues. I took a leave as GM to grow in another golf course. When that was complete, I moved back to the GM side of the business. If I hadn’t stayed connected, it may not have been as easy to jump from one to the other. 4) Keep learning and don’t be embarrassed to use other people’s ideas. I have been lucky to work with and for some of the best GMs in the business. I never passed up a chance to pick their brain or ask for advice.

Arraya: Get involved. Be bold in your passion to lead; doors will open as you build relationships.