There’s a NEW SUPER in Town

by Dan Dinelli (editor@clubandresortbusiness.com)
October 2007
 

Even those of us who have been in charge of our departments for a while can still remember the feelings of excitement and anticipation—and most of all, the overwhelming sense of “What do I do now?—that we all had when we first became a head superintendent.

But when someone else joins a management team for the first time—be it as a superintendent, F&B director, or general manager—it’s easy to forget they have those feelings, too. When you’re not the one who’s new, it’s much easier to think, “OK, so you’re here—now what are you going to do?”

So for this month’s “Super to Super,” I thought it might be instructive—and a good reminder—to talk with a superintendent about what it’s been like to not only be new to his position, but also a new geographic area.

Matt Springer spent eight years as First Assistant Superintendent at Sunset Ridge CC in Northfield, Ill., just up the road from my club in suburban Chicago, before taking the position in 2004 of Head Superintendent at Quincy Country Club (QCC), on the other side of Illinois. I always knew Matt was going places, and was glad to catch up with him to get his insights on what he had to deal with as he moved into his new position and worked to get up to speed as quickly and effectively as possible

Q Matt, what’s the profile of your new course?

A Quincy Country Club is a private golf club, founded in 1898. The golf course is located in the middle of a Mississippi River town 140 miles north of St. Louis. Bentgrass and poa annua are our primary grass types. We have around 17,000 rounds a year, with about a third of the membership with single-digit handicaps.

Being the new superintendent puts a premium on forming new relationships.

Q After getting your first job as head superintendent, what were your bigger surprises?

A When you are an assistant, you don’t really think about all the little things that a superintendent deals with. It is a new experience knowing that every decision you make, no matter how small, can affect the entire golf season. It is easy to say you would do things differently when you are not the sole responsible party. I had a lot of “big ideas” as an assistant, but I now find myself doing a lot of things the way the superintendents I worked for did them.

As an assistant, you also really do not have a significant amount of interaction with the membership, compared to the head superintendent. You definitely do not deal with the criticism side of comments as much. At QCC, I am at the forefront, dealing with the good and bad conversations all the time. I have found that a good way to head off potential issues is to make myself available to the membership for questions. I frequently find myself in the pro shop or clubhouse after the crew has left for the day, talking with various members about what I am doing on the golf course, and what may be coming up.

Another big surprise that caught me off-guard was the first time I had to place the order for what I needed for plant protectants. It was difficult deciding what products I would need, not being familiar with the weather conditions I would be facing. I was fortunate to have historical spray records to use as a starting point.

Q What are your biggest challenges?

A My biggest challenge has been building a good crew and finding reliable employees. At my previous courses, the crews were steady from year to year, working the golf season and then being laid off in the winter months. At QCC, I have found that if I can’t keep my good employees on through the winter months, I will lose them to whatever winter employment they can find. So unfortunately, I have become accustomed to retraining portions of the crew up to three times a year.

This is also the first time I have worked with a non-Hispanic workforce. I have had retired people, high school and college kids, and even work-release inmates from the city jail. All have had their strengths, but turnover is much higher than I was used to. There have been many times, especially on the weekends, when half the crew has been missing at start time. I’ve learned to always be ready to change the work plans at the last minute. And I’ve learned that I am definitely still on the crew myself, changing cups daily and doing other jobs whenever I am short on crew members.

As superintendent, I have to be sure, first and foremost, that the conditions of the golf course meet the high demands of the membership. However, the role does not stop there. I find that once the crew has left for the day, I can shift gears and focus on member relations, writing reports, planning, and budgeting. I also spend time as a member of the horticulture advisory committee of the local college.

Q Did you inherit a seasoned staff?

A I have five employees from the previous superintendent. It is helpful to have people who know the course, but it’s definitely been a challenge to incorporate my management practices with them. I’ve just tried to find their strengths and use them efficiently.

Q Relocating to a new area, what challenges did you have finding vendors to serve your needs?

A In the first month I was here, most of the chemical and turf equipment salesmen called or stopped by to introduce themselves. I tried to buy a little from all of them, to begin to build relationships. Some of the salesmen were former superintendents who had worked at courses in similar areas, which helped me get to know the conditions I would face.

Q Managing turf in a different growing zone can be challenging. How have you networked to help with the ‘local art’ of greenkeeping?

New job, new city, new addition to the family—there haven’t been too many dull moments lately for the Springers.

A I am not quite in the transition zone, although my conditions are much closer to what you’ll find in St. Louis than in Chicago. Bentgrass and poa annua are my primary grasses, but we have zoysia and Bermuda grass, too. The conditions here are hotter and more humid than what I was used to in Chicago. I have had to deal with more diverse pressures sooner and longer in the season. Crabgrass and goose grass are bigger challenges. One thing I do not have to worry about is those long Chicago winters that bring diseases.

I have had to experiment more on my own and learn on the job, because the superintendents I’ve networked with in the Chicago area do not have experience with many of these problems. Also, with Quincy an hour and a half from the closest major city, this makes networking with other superintendents more difficult. Being so far from colleagues means I have had to become more self-reliant.

Q What are you learning about managing expectations and “club politics”?

A I never felt like there was a “honeymoon period.” The Greens Chairman and Board gave me a budget that was in place before I arrived. They were not going to replace all the equipment or install a new irrigation system because I suggested it. I was a first-time superintendent and needed to prove myself and build trust.

I think the membership trusts my opinion enough now that requests are rarely denied. I have given up equipment funding to help other club departments receive capital improvements. I believe this shows the membership that when I do make a request, it is warranted and will improve the golf course.

I have also learned the importance of talking with all members, as they all show an interest in what we are doing on the golf course. I enjoy being visible for the members around the clubhouse, pro shop or the golf course. I have learned that any problems or concerns that a member has can usually be alleviated by just explaining what I am doing and why I am doing it. Communication with my Greens Chairman, Clubhouse Manager and Golf Professional are also very important. They have the opportunity to interact with the membership much more than I do.

I knew what you were doing at Sunset Ridge, but can you fill me on in on the details of your career before you got there?

A I completed one year of turf school at Joliet (Ill.) Junior College before I ever worked on a golf course. My interest began with a summer landscaping job that made me think I would enjoy golf course work. I then began my career at the Joliet Park District courses while attending JJC. As part of my turf degree requirements, I interned with Oscar Miles during the construction of The Merit Club in Libertyville, Ill. Once my internship ended, I was asked to stay on as the Irrigation Technician. From The Merit Club, I moved to Prairie Landing a public course under construction in St. Charles, Ill., as Second Assistant, Once construction was completed at Prairie Landing, I moved to Sunset Ridge.

Q How have the different types of courses you’ve worked for contributed to your career development?

A My experiences on public golf courses prepared me more for dealing with budget management and inadequate crews. At the private courses, I learned how to meet the high demands of the membership on a daily basis. When I first started out in my career on public courses, the superintendent image was more of a hands-on member of the crew. Now, nearly 20 years later, the superintendent role and image has expanded into that of a business professional, with an emphasis on managing funds, personnel and relationships.

So I now draw from both my public and private course experiences to balance the day-to-day demands of a superintendent. In the morning, I may be repairing an irrigation leak; then, an hour later, I may be meeting with the club President. I have found that keeping a few extra shirts in my office helps.