Which Comes First:The Vision or The Tasks

In the midst of the fall planning season there is a debate that seems to be as old as the proverbial conundrum of which came first the chicken or the egg. When superintendents start the process of fall planning the question is what should come first the vision or the tasks? The debate rages from the nine hole public course to the multicourse ultra-private clubs, the question is can you really develop a detailed plan without knowing the vision or end goal (expectations). You may get lucky sometimes but to really dial the synergy and success up you need a detailed vision to guide you as you generate tasks that effectively align with the vision. Here are a few steps to help you make the most of the process.

Begin with the End in Mind
Beginning with the end in mind is a critical first step to crafting a powerful vision for yourself and your operation. I sometimes hear superintendents say that the whole vision idea is too complex, so my advice is to not overthink things. The vision is simply acknowledging how things should look and flow and then working backwards to make strategically aligned tasks happen to make the vision a reality. Without the guidance of the vision firmly in place first tasks can often go astray and fail to meet expectations. The vision should be detailed and include things like:

• The types of grasses to be manicured
• Mowing heights
• Types of mowers
• Water programs
• Staff members
• Guests/member expectations
• Weather extremes
• Budgets
• Traditions (old and new)
• Special skills
• Colors and trademarks
• Certifications
• Events, revenues, expenses, inventories,
• Strengths and weaknesses 

All of these things are viable within your vision. The more thought you put into the details of your guiding vision the better. You may wish to capture the vision in a vision or mission statement but the driver here is to have a mental image that serves as your compass when making and executing plans that generate tasks. Let your vision be your GPS to set in place logical projects, programs and personnel so that all things point to your established true North and achieving the vision or expectation.

Walking the Walk
The first order of business after the establishment of the core vision is to connect that vision to the daily tasks and start building the culture of your operation to execute tasks and projects that are linked to the vision. This is best done by walking the walk, in the old days we referred to this as MBWA or Management By Walking Around. Simply stated you should be around the operation confirming and empowering the best performers and coaching up those who need some guidance. The need to establish best management practices and standard operating procedures fall within this area. Set the standard, train the staff and continuously inspect what you expect. It is important to note that the best superintendents accomplish this without undermining crew leaders/staff and seem to always be where the opportunities to praise the good and prevent the bad are. Practice the process and see how it impacts the end product.

Talking the Talk
If you are going to build a culture of excellence and a reputation as a visionary superintendent/leader you are going to have to talk the talk. You will need excellent communication skills. You will be the conduit that connects all of the stake holders from guest/golfers to owners and management as well as from staff to communities (HOA’S that touch the property, regulatory agencies etc.…). Formally and informally you are the key to spread the word about the vision and the tasks and the value that your property exhibits within the industry or market. You must be the local expert and who would be more qualified than you to speak about your gold course management operation? No one that’s who. Embrace this area because telling your property/professional story is an honor and a separator within our industry.

Putting it All Together
This area of opportunity creates synergy, a well-crafted vision creates synergy. Your goal should be to maximize the timing and connection of your vision to specific tasks. It begins with the planning stage. The end results are as unique as the individual managers and the courses they manage so be sure to make these concepts your own. Start by building a plan that crafts a detailed vision, beginning with the end in mind. Then create a culture of excellence that aligns tasks to make the vision a reality. Commit to manage these processes by walking around or MBWA, your shadow is a powerful asset to the operation. Ultimately, you should creatively spin a compelling story by talking the talk to the masses about your vison and its impact on the property and the golf experience. Do this every chance you get in person, on paper and in social media. Good luck and happy planning!