Can’t We All Just Get Along

Golf Course Superintendent/PGA Professional Relationships
“Can’t We All Just Get Along”

I may be ostracized from the Superintendent ranks for this opinion but feel it is an important issue in our careers.  I am going to try to convince you that working constructively with your pro is a benefit to you.  It is my belief that if the superintendent and pro are on the same page concerning the direction of their club, the facility will be more likely to prosper.   I happen to be in a situation whereby the pro respects my contribution to the operation as much as I do his.  If you are not in that type of situation then it will be harder to see my point, but open your mind as you read on.

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First, we must examine why pros and superintendents do not get along in most instances.  Generally it begins with a difference in personality.  Superintendents tend to be introverted and structured, and generally are not enthusiastic about engaging someone who sees the world differently than they do.  Professionals are more likely to be free-spirited, creative thinkers which can frustrate superintendents who like to stay on task.  As many of us learned at the “Real Colors” personality seminar given at the April meeting in York, golf professionals tend to be of the “orange” personality group.  What does this mean?  They tend to be energetic, creative, impulsive, and unencumbered by rule; superintendents on the other hand most often have “gold or green” personality traits which would include being responsible, realistic, competent, and result-oriented.  Thus, superintendents and pros see the world quite differently.  Keep that in mind as you develop a relationship with your pro.  Both of you may want the same end result, but might try to get there by different means.
The unfortunate situation that I see or hear of is the differences in vision for the club.  It is intuitive to me to want what is best for the club.  If the club prospers, it stands to reason that the managers of such club will benefit.    Too often egos can get in the way of this harmony.  Both the pro and superintendent want to be the “prominent” manager at his/her course.  In my mind each should realize that the other plays an important role in the overall well-being of the club.  Too often I hear the comment “who would even notice if the pro was gone for a week?  They sure would notice if I didn’t come in and the course would go to h—.”  This seems to be a very self-serving statement.  Maybe it makes you feel better about your status at your club, but in the end it really shows the shortsightedness of such thoughts.  Do you really think your golf professional is that dispensable?  If you do then I say he/she is not worthy of his/her position.  Any good pro will be doing his best to see that the goals of the club are being met just as any good superintendent is doing the same.    In 2005, the PGA put out an advertisement claiming the PGA professional is first to the course and last to leave.  This drew the ire of all superintendents which was probably justified since the statement was misleading, but the point lost in the uproar was that the professional  invests a lot of time (same as you) into his/her occupation.  Together these investments by pro and superintendent are what make a facility successful.
Another issue heard around the superintendent ranks is that the pro is just a “sweater stacker”.  Is it our way of pointing out that the pro doesn’t do manual labor or is it a ploy to show his/her limited skills?  In either case it really falls short of proving anything.  So what if a golf pro isn’t digging up irrigation pipe? Does that make him less of a professional?  Could the same be said of an accountant or a lawyer who hold white collar jobs?  Just because they don’t “get dirty” shouldn’t diminish their occupation.   The notion that a golf pro has no more skills than folding laundry is just plain foolish and is mirrored only by the ideal that we are just “mower jockeys”.   Remember that the pro has to deal with late employees, harassing board members, and budget constraints just as we do.  Realizing that each of our occupations requires diverse skills is common ground to build a healthier relationship on.  These familiar issues can be conversation starters that could lead to a better understanding of each other’s day- to- day challenges and solutions that could improve the facility long term.
How do we get to the point that both superintendent and pro realize that they are equally important managers in the success of a golf course?  I am not entirely sure but believe it starts with a mutual respect for each other’s work.  Certainly there are some pros who are more respectful of superintendents than others and vice versa.  If you find yourself not garnering the respect from the pro that you feel you deserve, maybe some introspection is necessary.  Maybe it is your combative attitude or disregard for his/her profession that is hindering a positive relationship.  Once you put away those feelings of disrespect, you could start to see that the pro too is doing what he/she feels is best for the club.   Combining your vision for the course with his/hers can bring about a positive future for the club. If these two visions do not match, reconciliation must be made.  That can be a difficult task, but possible through communication, respect, and an understanding of the differences in personality mentioned earlier.
Despite all of the props that I have given the pros in this article, I must admit that I often feel like my job is the most important at the course (we probably wouldn’t be in it if we didn’t), but I have enough perspective to realize the world doesn’t revolve around me, my staff, and our maintenance operation.  There is plenty more to the success of my golf course than just myself.   Do we superintendents play a key role in that success?  Most certainly, but put aside your “sweater stacker” mentality and you may see that the professional is also a critical element to a successful golf course.  If you do so, he/she may become an ally rather than an enemy which is always good when addressing golfers, board members, and general managers.  It can be a difficult task to build a better relationship with your pro but it could lead to a more satisfying job and a better overall facility.

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