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CAREER track |
Don't play the blame game
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Illustration by Kelly Neis |
Blame it on Augusta? Surely not!
How could this beautiful piece of land, complete with acres of rolling emerald turf, towering pines and colorful azaleas become the scourge of the golf course management profession?
But it is true, or so I am told: Augusta National Golf Club is the reason golf course superintendents are under extreme pressure to provide high-quality conditions. Owners, operators, green chairs, golfers, media and others have been known to measure golf facilities by what they see on television each April during the Masters Tournament. This phenomenon has become so well known that it even has its own name: “The Augusta Syndrome.”
Certainly there must be a cure. Medicine? Therapy? An intervention?
At the risk of showing my naiveté, I am a here to offer my answer to “The Augusta Syndrome.”
Communication — and plenty of it
That’s right. No sticks. No stones. Just a few well-placed words that may replace the forlorn look you see when a superintendent is challenged with matching the conditions of what used to be a turkey farm. A word of caution here: it might take repeated applications for this to work.
I have never understood the logic of those who expect golf course conditions at a typical course to match those of venues that host professional golf events. Do I expect my Super Value Meal at McDonald’s to match the prime rib at Morton’s Steakhouse? Do I expect my Honda Accord to provide the same options as a Mercedes? Will I get the same fine chocolate with my turn-down service at the Comfort Inn as I do at the Ritz-Carlton?
Of course not.
So why are there expectations that a golf course with considerably fewer resources than such venues as Augusta National, Pebble Beach and Pine Valley can have similar conditions? It defies logic. Maybe we — the golf industry— have not done a good job of communicating this.
I’ll admit that I, too, have had “unrealistic” expectations. Why is my carpet showing wear after eight years? Could it be, as the builder told me, the original owner settled for lower-grade padding? Why does my coffee table look like it came from a scratch-and-dent sale? Ah, yes — it is constructed from pine, rather than solid oak.
Sounds pretty easy, you say. All you have to do is tell people to lower their expectations. If only it were that easy. We all know that lower expectations are a thing of the past. Consumers are expecting more from products. Employers are expecting more from workers. No one should have to apologize for having high expectations, but everyone should understand the potential fallout. The consequences of the chase for excellence could be dire and have long-term implications.
Fortunately, we can combat the syndrome with communication. First and foremost, local, regional, state and national golf organizations have a responsibility to use their assets to communicate the realities of golf course conditioning.
Golf entities have improved their outreach efforts but haven’t always gone far enough. While golf course managers are the first to be affected by the pressure to produce pristine conditions, ultimately golfers, members, owners and operators pay the price if the pursuit goes too far. Make no mistake: This is not a golf course management issue; it is a golf issue and needs to be viewed as such, much like the issue of growing participation and increasing retention of golfers.
No more finger-pointing
Neither Augusta National nor any other golf organization should be subject to finger-pointing about conditioning. These organizations are investing their resources to meet the needs of a particular professional event and a particular clientele. I don’t hear Augusta’s Hootie Johnson saying golf facilities should provide (or even attempt to provide) similar conditions to those seen during the playing of the Masters. I have always believed the blame is placed unfairly on Augusta National, which is one of the leading innovators in turf management — a fact many outside the turf industry don’t know. But even Augusta National could be more aggressive in communicating the investment of resources necessary to provide the conditions for the Masters. I would ask the same of any organization hosting a professional event. To do so would be doing a service not only to golf course managers, but also to golf as a sport.
GCSAA is one of the golf organizations charged with communicating, not only on behalf of its members, but also on behalf of golf. Unfortunately, it does not have the vehicles or resources to go it alone. The association has dedicated significantly more funds in recent years for outreach, and the strategic plan is to continue to do so in the future. GCSAA will continue to be diligent in influencing its sister organizations to do the same.
All aboard the media machine
I don’t believe the media are used appropriately in communicating such messages. The media form a powerful channel by which to transfer information, and golf has a significant media presence. It has become chic to blame the media for many of society’s ills. But the media’s responsibility is to report the news. Those who purchase media time and/or those who engage in media relations have a duty to help the media understand the news value of this particular issue. We cannot expect the media to communicate appropriately if we don’t provide the necessary information to connect the dots.
It becomes the responsibility of facility managers to interact with golfers to explain the basics of golf course management. This duty falls largely on the shoulders of the superintendent, who is the most learned manager on such matters.
Superintendents cannot rely on others at the facility to carry the water for them. First, they must create the interaction through newsletters, meetings, open house events, playing golf, hosting watch parties, etc. Second, they must create a message that is not overly technical and is easily understood. Third, superintendents must not focus solely on the challenge they face, but also on the implications for the facility and the golfer (see sidebar).
This is not a battle to be waged by only a few, and success will not come overnight. Given the daunting nature of this challenge, it is easy to see why many are frustrated. But apathy is not the answer. All of golf must embrace the challenge, and the golf course management profession must take the lead.
(Realistically) great expectations Regardless of the audience (consumers, ownership, management, employees), we have come to learn that it’s futile to ask people to lower their expectations of our performance. Such a response would only prompt them to find an alternative source to fill their needs. But superintendents, like other professionals, should not hesitate to engage in richer communications as means to help decision-makers understand the potential impact of their demands. The supervisor is often operating at an information deficit and therefore is relying on your expertise. Golfers are in the same boat. Without your input, however, others are left to set their expectations based only on the information they have. As the golf season gains momentum, it’s time for superintendents to engage in activities that “manage the expectations” of the various constituents at a facility, including management, committees, media and golfers. Such efforts may provide simple answers to the most basic questions, or may lay the groundwork for larger projects requiring greater resources. Perhaps no event generates as much discussion among golfers as professional competition. It also offers the opportunity for host superintendents to communicate the hows and whys of golf course management (and manage expectations). Among the key points to include:
— J.B.
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