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Working together
The presidents of GCSAA and the PGA of America offer their insights into key issues facing both associations.
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Since the founding of GCSAA and the PGA of America in 1926 and 1916, respectively, the two national organizations have worked diligently to help grow the game of golf and support the career-enhancing efforts of their members.
With 21,000 members, GCSAA is the leading professional organization for the men and women who manage golf courses in the United States and worldwide. The PGA promotes the game of golf, while continuing to enhance the standards of its 28,000 men and women professionals, who are dedicated to growing participation in the game of golf.
Together over the years, GCSAA and PGA members have formed a strong and enduring “one-two punch” at thousands of golf facilities, ensuring that golfers are continually provided a quality experience, from the golf shop to the practice tee to the golf course.
While GCSAA members and PGA professionals continue to progressively collaborate at their facilities, the leaders of both organizations are committed to providing authoritative information to their respective memberships and the golf industry at large.
Recently, the Oregon-based presidents of both organizations — PGA President Brian Whitcomb and GCSAA President Sean Hoolehan, CGCS — offered their insights into some of the key issues facing both leading golf bodies. The question-and-answer session that appears in this issue of GCM also appears in the December issue of PGA Magazine, the monthly publication of the PGA of America.
Question: How have the two organizations enhanced communications between one another recently, and how does that higher level of communication affect the members of both organizations?
Brian Whitcomb: The PGA of America and GCSAA have worked closely to enhance communications between our organizations for the betterment of both of our memberships. A prime example of this is when PGA of America CEO Joe Steranka and GCSAA CEO Steve Mona, CAE, recently met with CMAA Executive Director Jim Singerling for a tri-association meeting. With the top executives of these organizations working together to discuss the best way that we can help one another further their association’s mission, the end result can only be positive. In turn, we are able to pass along vital messages from these dialogues to our memberships and staff, in order to align more closely together, which is a big win for the game of golf.
Sean A. Hoolehan: One requirement of strong leadership is being a good listener. I believe both GCSAA and the PGA of America have been good listeners when it comes to addressing issues of common concern. We have sought our members’ feedback, and the associations have listened to each other when it comes to strengthening the game and business of golf. At the end of the day, we know that our respective memberships will not succeed if they are not working toward the same goal with their peers at the facility. The open and frequent communication between the organizations has proven to be beneficial for all.
Q: PGA of America CEO Joe Steranka was named earlier this year to GCSAA’s Environmental Institute for Golf, which is committed to strengthening the compatibility of the game of golf with our natural environment. What does it mean to have the PGA’s CEO involved with The Institute, and what is the value of that to PGA professionals?
BW: Joe Steranka’s role with The Institute is a clear indicator of the PGA of America’s strong commitment to fostering environmental issues, especially how they relate to golf course design, construction and maintenance, as well as the everyday workings of PGA professionals. The short-term gain is that PGA professionals recognize early on that our top executive is dedicated to fostering a relationship with GCSAA and its key initiatives. In the long run, this helps us further educate PGA members on environmental issues through the many avenues of communication that disseminate from our officers, executives and staff.
SAH: The invitation to have the CEO of the PGA of America serve on The Institute’s board of trustees is a clear indication that we believe environmental stewardship on the golf course should be top of mind with all sectors of the golf industry. Having Joe Steranka involved provides a valuable and unique resource to help develop strategy and to communicate issues of vital importance to a key audience — members of the PGA of America. And we know those PGA members are also a direct link to the golfer. Therefore, we see Joe’s involvement as crucial to The Institute carrying out its mission. Joe is by no means a figurehead appointment. Since becoming a trustee, he has quickly become a valuable asset to The Institute.
Q: The dates for the annual PGA Merchandise Show and the Golf Industry Show are close together. As the leaders of both events, what are you doing to try to work more closely together?
BW: While they are held just a few weeks apart, both the PGA Merchandise Show and Golf Industry Show kick off the new golf season and serve as industry “launch pads” for new products and services. Both the PGA and GCSAA offer reciprocal continuing education credit for seminars conducted and offered by each association, which works to promote the ideals of our memberships. In addition, the PGA of America also conducts courses on agronomy as part of our educational training program. Meanwhile, the annual tri-association meeting between our executives that I spoke to earlier serves as a great vehicle to foster a healthy exchange of ideas and initiatives.
SAH: One thing that I have noticed on the facility level is the members of both associations are coming back from their respective shows and sharing information with each other. I believe it is important for each to know what is new in each other’s industry. While our shows remain separate, what I find interesting is there is an overlap in the mindset. No longer do I see the silos that existed in the past. If you walk the floor at both the Golf Industry Show and the PGA Merchandise Show, you sense a focus on the facility, growing the game, enhancing revenue, minimizing expenses and the like. This is a byproduct of the associations having more frequent contact, deeper dialogue and agreement that facility success is paramount.
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