Golf Course Management

JUN 2019

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

Issue link: http://gcmdigital.gcsaa.org/i/1120384

Contents of this Issue

Navigation

Page 29 of 139

28 GOLF COURSE MANAGEMENT 06.19 Does this sound familiar? When you first started out on your career path, you probably started in a "line" position — an individual contributor, an entry-level position. at's how you learned the ropes. You were trained to do various tasks around the golf course. You had a scheduled shift. You came to work, likely wore some sort of uni- form, and you clocked in. You were given a list of tasks to complete each day. When your shift was over, you clocked out and went home. You were on time every day, reliable. You offered to take on extra duties, worked over- time when needed and never said no. You be- came an expert at doing your job and might have even trained some of the new hires that came on board. You were so good at what you did that your boss noticed, and you were promoted to a supervisor or management role. Congratula- tions! Here's the problem: You were good at doing the work. But now your job isn't to do the work anymore. Your job is to lead the peo- ple who do the work. As the leader, it is your job to achieve busi- ness results with and through your people. Remember all the things you excelled at as a line-level employee? You don't get to do many of those anymore. Your days are now full of: • Directing employees. • Recruiting and interviewing applicants. • Training employees. • Disciplining employees. • Coaching and developing your future de- partment leaders. Doing vs. leading (business) Jodie Cunningham, SPHR @jcunninghamSPHR • Managing overtime and writing schedules. • Budgeting and forecasting for this month, this year — and beyond. • Creating long-term plans for renovations and upgrades. • Leading meetings on various topics with boards and committees. … and the list goes on and on. Likely, when you received your promo - tion, no one taught you how to manage and lead people. You received a bigger title, more responsibility and more money (hopefully) and are now expected to know how to man- age. Management truth No. 1: If you do not master the ability to achieve business results with and through your people, it could signifi- cantly impact the future success of your orga- nization. We call this talent optimization. Management truth No. 2: e higher you rise in your career, the less formal training and development you will receive. It's up to you to seek education. We call this self-directed learning. Naturally, you are drawn to learning topics that fall in your comfort zone — agronomy, turfgrass science, etc. at knowledge is im- portant, but it won't teach you more about leadership. I encourage to you to push yourself outside of that comfort zone and focus on critical soft skills that will make you a successful leader. Here are the top 10 management skills to con- centrate on: 1. Self-awareness 2. Communication skills 3. Coaching and feedback 4. Conflict resolution 5. Interviewing 6. Delegation 7. Team building 8. Building trust 9. Change management 10. Negotiation and influence Here are some easy ways to gain knowl - edge in these areas: • Read books, blogs and watch YouTube channels that teach professional develop- ment. Set a timer and read 20 minutes a day. You would be surprised how much learning you can do in just 20 minutes. Here are a few of my favorites: º "First, Break All the Rules," by Mar- cus Buckingham. º "Radical Candor," by Kim Scott (blog: www.radicalcandor.com/blog). º "Trillion Dollar Coach," by Schmidt, Rosenberg and Eagle. º "Being the Boss," by Hill and Lineback. • Learn more about yourself through be - havioral assessments such as the Predictive Index. Self-awareness is all about the abil- ity to see yourself accurately and recognize how your actions impact others. You can't effectively manage others without a strong understanding of who you are and what motivates you. • Seek out mentors who lead people inside and outside of your industry. You are al- ready an expert in agronomy, so seek out mentors who thrive at leading and grow- ing teams. Some of your club members are likely leaders in their own organizations. at's a great place to start. • Put yourself in new experiences that allow you to grow. is is called experiential learning. Volunteer on a busy night in an- other area of the club. Shadow at another course for a day to learn new and different processes for managing people. Block time to gain new management experiences. • Follow management thought leaders on Twitter, such as Simon Sinek (@simon sinek), Adam Grant (@AdamMGrant), Kim Scott (@kimballscott), Daniel Pink (@DanielPink), and me! (@jcunning hamSPHR) Remember, your job is no longer to do the work. Your job is the lead the people who do the work. Invest in yourself so your team will thrive under your leadership. Jodie Cunningham, SPHR, SHRM-SCP, is the CEO and tal- ent optimization expert at Optimus Talent Partners LLC. A human resources executive with over 20 years of experi- ence, she's a regular speaker at the Golf Industry Show, where in 2019 she presented a seminar entitled, "The Art and Science Behind Teambuilding, Performance Manage- ment and Giving Effective Feedback."

Articles in this issue

Links on this page

Archives of this issue

view archives of Golf Course Management - JUN 2019