When to stay? And when to go?

Industry career guru Tyler Bloom shares key things to consider when debating the logistics and emotions of a job change.

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Career transitions can evoke a swirl of emotions, especially for those in the turf industry. Like the lyrics of The Clash’s song “Should I Stay or Should I Go?”, the dilemma of whether to stay in a role or move on to new opportunities is a recurring theme for golf course superintendents and turf professionals.

The feeling of being at a career crossroads arises from a variety of circumstances ranging from uncertainty with current status, lack of upward mobility, personal and family obligations and, at times, the mounting pressures or instability of finances. Alternatively, the allure of new challenges and growth offer career inflection points bringing significant self-doubt, anxiety and indecision.

I not only personally dealt with this, but I also see numerous professionals struggling with this decision. I empathize when somebody reaches the proverbial fork in the road. With the benefit of hindsight, and through our own research and better-informed decision making, here are some thoughts for you.

What are the consistent drivers and blockers not only to retain employment, but to be considered when seeking greener pastures?

1. The employer’s financial health and longevity

  • Clubs with steady financials, a stable member base and sound business practices generally offer more security.
  • Annual budgets for course maintenance and improvements indicate the club’s commitment to investing in quality conditions, which in turn supports job stability.

2. Leadership stability and vision

  • Frequent turnover in upper management such as the general manager position and board members can lead to changes in priorities, budget cuts or reorganization.
  • Clubs with a clear, long-term vision for the course and facilities, and a defined investment plan, tend to support their superintendents in achieving consistent standards, making the job more secure.

3. Membership stability and satisfaction

  • High turnover among members or fluctuating membership levels may indicate dissatisfaction or financial concerns, which could lead to budget cuts affecting course quality and staffing stability.
  • Engaged, supportive members who appreciate course conditions and advocate for quality maintenance efforts help ensure stable job conditions for superintendents.

4. The superintendent’s value to the club

  • Superintendents with unique skills and talents bring added value and are often seen as indispensable assets to the club.
  • Consequently, those skills need to be financially awarded and recognized.

Given golf’s recent boom and forecasted growth, I envision today’s top talent will continue to be pursued for their capabilities, accomplishments and visionary leadership. Salaries are increasing at rapid speed to the tune of 20 to 30 percent in many of our recruitment projects.

However, turf professionals need to weigh the risks of each choice and the impact on their long-term personal and professional goals.

Leaving a role might bring challenges and a renewed sense of career passion but, as I’ve personally experienced, the same problems you dealt with in your current role will carry with you to the next facility, role or golf course in a short time.

Assess yourself

Speaking from experience, developing a personal strategic plan to map out your goals over 10 years ahead gives you the freedom to dream big, unbound by current limitations.

Consider spending time self-reflecting on your current role. Have you really given yourself the space to appreciate your existing circumstances? Consider some of the following questions:

  • How do my past achievements and challenges align with the person I want to become?
  • How often do I celebrate my achievements, no matter how small?
  • How do I balance working toward long-term goals with enjoying the process along the way?
  • Is the environment providing a safe, healthy space for myself and stability for my family?
  • Have I consistently been rewarded, recognized and challenged?

You’ll begin to see patterns, notice recurring themes and uncover what truly matters to you. When you celebrate each achievement along the way, you acknowledge your progress and reinforce the commitment to your dreams.

Looking back, I did not take moments to appreciate growth in my own personal career journey, as well as the steps I took personally. I ruminated on things out of my control, projected circumstances that weren’t based on facts but rather worst-case scenarios. It became a distraction to focusing on what I could control and all the good things happening personally and professionally.

I find many professionals create a narrative about why they need to move on to greener pastures thinking the external environment is going to generate happiness, balance and success. Often it is addressing the internal litigator that will change your attitude, altitude and career satisfaction.

If you think the club or organization down the street with the shiny newness doesn’t have the 10-percent group of naysayers, limited resources, governance problems and a whole lot of other baggage, think again!

Some considerations to increase your satisfaction with your current role:

  • Don’t let the profession define happiness. Find outside interests and hobbies.
  • Build relationships within your team. Delegate and lead by example to promote a positive work culture.
  • Develop soft skills, including adaptability, handling constructive criticism and emotional intelligence.
  • Be willing to adapt to change and accept that some things are out of your control.
  • Set realistic goals and work toward achieving them; take initiative in your career and relationships.
  • Seek out professional development opportunities in areas that impact the overall business and strategy.

Research, research and more research

Seeking clarity can involve researching new roles, seeking advice from trusted mentors and other industry professionals about the inner workings of a prospective organization.

All too often, I find professionals seeking career opportunities purely based on name, recognition and a nice compensation package. It’s also important to evaluate how specific challenges and time constraints will affect your career and trajectory to achieve goals.

For example, I conducted a director of agronomy search for a role that came with lofty dreams, high hopes and national attention. The position offered unparalleled resources — state-of-the-art equipment, exceptional products and the ability to attract top-tier talent and a who’s who list of national and international members.

Despite these advantages, significant constraints arose because of the club's limited understanding of key operational elements and governance. These included an unrealistic timeline for achieving goals, a poorly defined reporting structure and a lack of clarity around accountability. As a result, the director’s time and autonomy were heavily impacted, limiting the potential for success.

Key takeaways

1. Alignment of expectations: Seeking a clear understanding and alignment of timelines for achieving goals is crucial to the success of any leadership role. Unrealistic expectations can hinder progress, regardless of the resources available.

2. Defined reporting structure: Ambiguities in reporting structures can create confusion and inefficiencies. Defining who the role reports to and the chain of communication is essential for effective leadership.

3. Accountability drives autonomy: Establishing clear accountability measures can empower leaders to operate with greater autonomy, which is critical for executing complex agronomic strategies.

4. Resources are only part of the equation: Even with top-notch resources, success depends on a cohesive strategy, effective communication and realistic goal setting.

5. Organizational IQ matters: An organization’s understanding of agronomic operations and its commitment to strategic planning are foundational to supporting leadership roles effectively.

Again, no facility is remiss from similar issues, but you need to research the potential pitfalls at the leadership level and the downstream effects. Additionally, you need to self-evaluate if your experiences and skills align to the position requirements, or will you be jumping into a situation that you aren’t entirely prepared for and will be overwhelmed from the outset.

Tyler Bloom is the founder of the talent acquisition and workforce development firm Tyler Bloom Consulting and a former golf course superintendent. This is his fourth Turfheads Take Over contribution.

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