Built By Association

by Dan Dinelli (editor@clubandresortbusiness.com)
January 2008
 

Because the 2008 Golf Industry Show (GIS) will start at the end of this month (see pg. 97), Bruce Williams, Superintendent of The Los Angeles Country Club (LACC), was the natural choice for this issue’s “Super to Super” interview.

In addition to his exemplary work in helping to develop and maintain two of the most renowned and scenic parkland-style city courses in the world (LACC’s North Course has been described as “exciting and similar to having a golf course in Manhattan’s Central Park”), Bruce has been a key contributor to the growth and influence of the Golf Course Superintendents Association of America (GCSAA), which has been the driving force behind the industry’s new “mega-show.” And, as you will learn through the interview, he is actually the second generation of his family to have taken an important leadership role to help shape and guide the primary organization for our profession.

As the GCSAA, and the GIS, enter important new phases of their development, I thought it would be very useful to get Bruce’s insights into how where he sees the association, the show, and the superintendent’s role in the club and resort business evolving to in the future.

Q Bruce, tell us about yourself, your career, and your goals, and how your involvement with GCSAA has been an important part of each.

A I grew up in a golf family whose involvement with the sport dates back to the early 1900s. My grandfather owned a golf course in Wauconda, Ill., named Bel Air Country Club. My Dad was a greenkeeper there and eventually went on to get a degree at the University of Massachusetts and become the President of GCSAA.

I followed in his footsteps and became a Golf Course Superintendent at Bob O’Link Golf Club for about two decades, before moving on to The Los Angeles Country Club, where I’ve now been for 11 years.

Like my father, I was president of GCSAA, as well as of four GCSAA chapters. Overall I served for a stretch of about 25 years on various GCSAA committees, and spent eight years on the Board of Directors. I am still actively involved in teaching seminars across the country for GCSAA, as well as for the Professional Golfers Association and the Club Managers Association of America, and remain involved on committees and task forces when asked to serve.

As far as my goals, they are simple: I want to provide a wonderful golf course for my members each and every day. I am a bit of a perfectionist and have mentored many young men and women in the industry. We try to instill professionalism and attention to detail, which is what businesses have come to expect.

Q What challenges do you see golf, golf course management and in particular the superintendent facing in the near future?

A The challenges that lie ahead are many. Superintendents will continue to be asked to do more with less. Expectations will continue to go up, while budget increases will be moderate at best. Golf is recovering and is a reflection of the overall economy. Superintendents need to continue to become part of the solution, relative to growing the game and the business.

In addition, environmental pressures will increase, as will legislation and regulations. Water resources will diminish in availability and quality, and go up in cost. All told, it certainly looks like a very “interesting” period lies ahead of us.

Q How does GCSAA help prepare superintendents to meet these challenges?

A GCSAA has an outstanding education program that is unlike any other to be found in the allied associations of this industry. It is extremely well-attended and received by our members, and only will be more so, as online and other forms of “distance” education grow by leaps and bounds in the coming years.

The best superintendents are those that continue to grow educationally and professionally. Constant and consistent strengthening of our educational offerings is imperative, to keep GCSAA members at the forefront of science and technology in the golf turf industry. Business acumen and interpersonal skills training will also be more necessary for our members, and the number of offerings in these areas will increase as well.

Q The GCSAA will have a leadership change this year, with Steve Mona moving on after doing much to help the organization grow to where it is today. In your opinion, what will the new CEO of GCSAA need to address and focus on as priorities?

A First, the new CEO will need to assess his team and organization at GCSAA. Many questions should be asked: Do we have the right team in place? Do we have the right programs in place? What resources are we lacking? What is the most efficient way to do business? What is the satisfaction level among GCSAA members? Are we accomplishing the goals set by the indicators from member surveys? What is our vision for the next decade? What will spell success for each individual GCSAA member?

The new CEO will need to build a successful team to help address each of these important questions. There is no reason that we should not be able to either develop internally, or attract externally, the brightest and the best talent for this team. It should be an exciting time for GCSAA. Change can be good, and good team members will readily adapt to new leadership, a new culture, and new concepts.

Q How important is certification today for the individual superintendent, as well as for the facility that he or she works for?

A Historically, about 22-25% of eligible GCSAA members become certified. I do not see that changing significantly. Certification is not for everyone. However, for those who choose to challenge themselves, it is a very rewarding experience. The rewards come not only in the form of personal satisfaction and better preparation for the challenges of the job, but financially as well: Certified Golf Course Superintendents earn approximately 15% more than those who aren’t certified.

Q The Golf Industry Show has many opportunities for those who attend. What are some specific reasons why people should take the time to attend and participate?

A The GIS has tremendous value to not only golf course superintendents, but all of the key decision-makers at any facility. The event is divided into two major components, including educational sessions and the trade show. Educational offerings abound for not only superintendents, their staff and employers, but also the allied associations. The trade show provides, under one roof, the latest innovations, technology, equipment, tools, etc. to provide wonderful golf courses worldwide.

Often I hear people say that they cannot afford to go the GIS, or that their club will not pay for them to attend. I think this is sad. I know that for myself, I never cease to find cost-saving ideas and ways to improve the quality of my facility at the show. The return on investment for attendees is huge, and it’s not hard to provide a written summary of the experience to show its value to your employer. GCSAA has an outstanding team that manages our show, and in my view, it is simply “The Best Show on Turf.”

Q Finally, Bruce, as you look back at all that you’ve accomplished in this business—as well as at what may lie ahead—what would you say are the best and worst parts of your job?

A The best part of my job is meeting the many challenges that I face daily. Most of us got into this business expecting to spend the majority of our days solving turf issues. Anymore, that is expected—but it’s the things like managing a team, a fleet, a business, dealing with members’ expectations or communication issues, etc., that now take up the better part of our day.

While I really do not feel there is a bad part of the job, I do have some occasional regrets. Growing up as the son of a golf course superintendent, I learned early on about the demands of the job. I learned what was expected by my employers daily, and the sacrifices that one must make. When you add volunteerism and leadership to the mix, as I have chosen to do, it can really be taxing.

Knowing this, I have tried to balance my family time with my work and industry activities. I am sure there may have been a concert, a baseball game, or a church function that I’ve missed, and that can be a source of regret. But I have had a wonderful wife of 30 years and four wonderful and loving children, and I can certainly say that life has been very good to me.