1/6/2012 8:01 PM
Okay, you guys need to stop beating me up. I'm a sensitive kind of guy, and cry easily. I'm pathetic. But you all know that.
I talked with John by phone for quite awhile. He happens to be a very intelligent young man.
I'm sticking by my recommendation. Not referring specifically to John's situation, but as a second, one has to rise to first. Maybe the first has no intention of moving on. What then are the choices?
I think it takes guts to jump to that first superintendent position, on either a 9 or 18 hole property.
I took all compliments from members, or guests, on the course condition at my first $2.5 million budget course with a grain of salt. Sure, I was flattered, but when you have 55 employees, it's kind of tough to take credit for a spotless golf course. Having 6 fairway mowers, 6 rough mowers, 12 walk-behind greens mowers, 3 greens aerators, etc., etc., etc., it's somewhat disingenuous to proudly claim that your course is in perfect shape....because of you. I had so many bodies to work with, if there was a section of the cart path that wasn't edged, swept and washed, I should have been fired.
I agree that there are many superintendents out there that simply "bleed or sweat" information on a daily basis, and I'm proud to know many of them. But, that information is only absorbed by someone with talent. Talent they had before working for that superintendent.
What is a second asst. going to learn after 3 years? Maybe they're mentally programmed, and can follow orders to the letter, but what decisions are they asked to make on a daily basis? Decisions that could affect the entire property?
I've sent assistants on their way up because I knew they were ready to shoulder the burden of decisions that could possibly get them fired. Isn't that the point of advancement? It's the Peter Principle. I don't need a man or woman that has reached the top of their abilities, because I taught them everything that "they" could learn. And usually, they had reached that threshold working for me. I was always there for the "big" decisions. That simply doesn't work for someone that has the drive, and smarts, to make that leap.
I can tell you, after talking to John, that he is prepared to take that leap. Maybe he won't. He's read a lot of opinions from a lot of qualified superintendents on this forum. Only he knows what his limitations are at this point in his life. So you're all correct, if he's not ready. I guess I could be correct, if he is ready.
We talked about that, and he understands that I was simply supporting "whatever" path he chose. I mean, there is SO much information available on this forum, that he "could" head to a goat track and still have the support of all of us, while turning it around.
Especially the really old ones, which includes most of you, but not me. I tried to change my logon name to Dorian Gray, but they refused. So unfair.
Bottom line is that not everyone is willing, or able, to take on the role of superintendent when young. I took that chance, and jumped from a well known facility with a huge budget, to a no-name course that had my salary taking up 20% of the entire maintenance budget. But....it was the best move I ever made. People talk, and they talk about course conditions. They don't "usually" talk about the name. I did circulate my resume, with photos, and one day I received a call from an agronomist with the Nicklaus organization. He shared my philosophy, and couldn't care less about my course name. Next thing I knew.....I was interviewing with owners at 8 sites throughout SE Asia. Would I have received that call if my title was second, or first assistant? No. My title was "superintendent".
My life and career changed overnight. Was I that good? Absolutely not! But I had that "attitude"......the one that says, "I can do anything you want, if you'll give me the tools. 9 hole executive, 18 or 27 holes, anything. If you'll give me the chance, I can always call someone in this industry to help me through any problems that may come up."
That "agronomist" was John Hamilton, handling all of the Nicklaus projects all over Asia. He was more than a little upset that I didn't take the job he wanted me for in Malaysia, but he supported me 100% when I decided on the golf course in Guam. We became best friends, and remain so to this day. He was the catalyst that began my international career.
John Borcher,
I don't believe that you have to work your way up to anything. You have the fire. That's all you need. If a project came up, I would visit you. Based on our conversation, and obviously having to visit your property, I can predict that I would lean toward making you an offer on the spot. You have a great future.
And Mel,
I could not care less that you work at a course named "Horton Smith". I already know a lot about you from these forums. I would still fly out to see you and look at what you have done....and what you have done it with. My gut feeling is that I would hire you in a heartbeat.
Prestigious golf courses turn out very capable superintendents. Having said that, so do the properties that few have ever heard of.
Jeff
PS: Wow! I didn't mean to write a novel. I only wanted to beat Sean's post about insurance. Did I beat him? Who wants to count letters? I don't.