A look at culture, leadership, and psychology
As a clinical social worker, I help define triggers of stress that impact individuals or groups, develop plans to prevent self-destructive behavior, and establish healthy and sustainable habits. With experience working in the golf industry and encouragement from industry veterans, I am inspired to leverage my skills to help address recent staffing concerns. Leaders have declared necessary action since strain increased after Covid 19. At a recent conference in Virginia, The National Golf Course Owners Association CEO, Jay Karen, commented on the state of the industry and emphasized the need to focus on workforce sustainability.
Now more than ever, the industry must support the people tackling the influx of golfers in America. This means golf course operators, owners, managers, and board members must be equipped with tools once reserved for corporate leadership teams—like executive coaching, EAP consultants, and organizational psychologists. These services directly treat employee issues caused by cultural conservatism, leadership inefficiencies, and psychological stress.
Leadership
While attending the New England Turfgrass Conference in Providence, RI, I purchased the book Human Resource Management for Golf Course Superintendents. Reading through the aged pages (published in 1996), the authors explain the differences between successful and unsuccessful management styles. Superintendents, PGA professionals, and general managers entering the field know how to take care of golf courses, teach someone how to play golf, manage clubhouse operations, and deliver excellent customer service. However, more focus could be directed towards delegation, and boundaries within their roles.
The importance of “staying in your lane” is beautifully illustrated in the book 7 Habits of Highly Effective People, written by renowned organizational psychologist Stephen Covey; he describes the difference between producers, managers, and leaders. Producers are those who are on the ground, executing the plans, and working through a series of goals and expectations to ensure quality products are delivered. Managers make sure the producers have the tools and skills they need to complete the job. Effective leaders are excellent at assessment and analyzing data that guides the team to excel in the mission.
Culture
Leadership development can heavily influence cultural health. The golf industry does not lack “go-getters” and “overachievers.” Hard work, discipline, and a commitment to excellence have defined many of the jobs in golf. The increase in popularity has increased pressure for culture based on a “show up and shut up” mentality. Industry veterans may believe this is not only the most admired trait of workers, but the most effective. With new generations thinking more about workplace culture supporting balance, delegation, and wellness, understanding the benefits of reform is essential.
Organizational psychologists work with teams to address these issues head-on. Adam Grant, a renowned organizational psychologist at Penns, Wharton School of Business, studies these issues. His recent book, Think Again, delves into the benefits of refining your operations, using the scientific method to challenge assumptions, and tap into the purpose of the organizational mission.
The golf industry is being asked to “Think Again” in a big way. The pressure to find the best talent demands a reform in culture that some may find underwhelming and frustrating. However, utilizing the support of these organizational psychology strategies can not only help culture become more attractive to the younger generation, but increase productivity, team cohesion, and boost revenue.
Psychology
With more focus on cultural reform, it’s essential for understanding why people behave in certain ways, but just as important, how can they get the support they need when coaching or consulting don’t suffice. Coaching services have become more common than ever in developing healthy and effective work habits. However, stress is not always linked to operational issues, and operations are not always a result of poor stress management skills. Underlying mental health or substance use issues can decimate workplace performance, and specialized care is needed. Because of their dynamic ability to assess, treat, and refer, EAPs (Employee Assistance Programs) are the standard solution for addressing workplace behavioral health.
For decades, corporations and unions have offered EAP services to their staff and members. They have proven their worth and impact—not just as an employee benefit but as an investment to increase revenue and build human capital. The golf industry is slow to incorporate or utilize EAPs with the 2024 golf industry Compensation and Benefits Report showing that only 30% of participating facilities offered their staff EAP benefits.
In 2021, the National Safety Council partnered with the University of Chicago to create a mental health calculator to highlight the expense of mental health issues for employers. The calculator assesses costs of turnover, absenteeism, and lost performance. Eye-opening figures can emerge, and I encourage any organization to plug in their demographics to get this information. Gaging and treating this problem may be paramount to developing cultural cohesion, and leadership efficacy.
Conclusion
For now, developing plans to address culture, leadership development, and coping skills development are on the minds of golf industry leaders. We can hope this remains a priority for golf operators. While the industry continues to attract staff based on their love for either golf or hospitality, people will still come—but making sure they stay is the challenge many organizations face. By supporting healthy coping skills for stress with an executive coach, offering EAP services, or working with an organizational psychologist to promote sustainable and healthy workplace culture, clubs can retain and attract staff, save money, and offer their members and customers a better experience due to employee satisfaction.
