Golf Course Management

AUG 2018

Golf Course Management magazine is dedicated to advancing the golf course superintendent profession and helping GCSAA members achieve career success.

Issue link:

Contents of this Issue


Page 45 of 97

42 GOLF COURSE MANAGEMENT 08.18 ues everyone's opinion and respects them," Worley says. "We want everyone to succeed, and that makes us all look good." Bellerive equipment manager Chris Rapp likes Ar - raya's approach, too. "Carlos is not a 'go do it' person. He's more, 'Come on, let's go do this.' He gives everyone freedom, and he trusts," says Rapp, a four-year GCSAA member. As a general manager, Arraya delegated authority. Still does. "You've got to give up control. If you don't want to, then it's all on you," he says. "ere's no way I can do it all. I can try, but I've done it before, and it's no fun." e team wears blue bracelets that are inscribed "#PRESTIGE365" — Persistent. Resilient. Excellent. Strong. Team-driven. Individuals. Growing. Every day. "at's 'e Bellerive Way.' Inclusivity. Transpar - ent. Communication. Growth. Culture. e pillars came from an absolute competi - tive desire to take this historic club, led by legacy and change, and transition it from a mentality of authoritative governing to take it into the next century," Arraya says. Hope and reflection Arraya sees Aug. 6 at every turn. e date is plastered on doors and placards at Bellerive, a reminder loaded with pride, but also heartbreak. is was supposed to be Arraya's year. Each member of the team at Bellerive serves as a "pillar" in the overall success of the department. Here, Arraya (left) consults with James McCool (center), reel techni- cian, and Chris Rapp (right), head equipment manager. Photo by David Torrence Jared says, 'Family and trust.' Everything all three of them said was about family, trust and connection. I asked them, 'How do we create it (culture) here? We've got standards out the wazoo, but do we have the culture you've defined?' I told them that they are in charge of building that, but I know they needed clarity in their own roles as well." Arraya, an avid reader, read "Twelve Pillars," a novel by Jim Rohn and Chris Widener, which challenges and encourages people to be their best. "It put my life into perspective," Arraya says. "I thought, 'How do I make them all feel as if they are pil - lars of the operation and not just an assistant doing a job?' I wanted every team member to have the criteria to be the strongest pillar they can be. ey needed clearly defined ex - pectations to own. "For example, with Nick, it was, 'You've got the greens. You've got to make them the best greens in the Midwest. Take what you learned in Arkansas (at e Alotian Club), at e National Golf Club of Kansas City, and let's apply it and grow grass here. You're going to bring in the best interns, recruit the best turf grads, focus on chemistry and the agronomic plan.' For us to be successful, every one of them has to do things to the best of their ability. ey learn to own their roles and become pillars." Arraya holds "weeklies," which are 15-minute individual chats with staff, and has two rules for the meetings: Bring your agenda, and, if you are going to talk about a coworker, prepare to talk about it to his or her face. Still, pillar management was not enough. Arraya hired Optimus Talent Part - ners (OTP), which provides talent-man- agement expertise to help operations such as Bellerive grow to their full potential. OTP's methods include using the Predic - tive Index, which combines science, tech- nology and management training to supply a business with the data required to make smart "people" decisions. "Everyone we hire takes a behavioral assessment test. e team reviews the assessment results to en - sure the individual's behavior is a good fit for the job vacancy and, ultimately, lets ap - plicants know if we (Bellerive) are a good fit for them," Arraya says. White has bought into Arraya's appli - cations. "I want to be part of an experi- ence where it matters. Anything that we're doing, it's high stakes," says White, a six- year GCSAA member. "I think what sets us apart is, we're very collaborative. We're open to new ideas and trying new things. We'll find a way that works." Bellerive horticulturist Sarah Worley is a fixture. She has been there for 36 years, a span that includes the 1992 PGA Cham - pionship. Arraya's leadership resonates with her. "Carlos is a people person, and he val -

Articles in this issue

Archives of this issue

view archives of Golf Course Management - AUG 2018