To get some insight for this month’s feature on how superintendents can secure the capital funds they need (“Getting the Green Light,” pg. 46), I recently asked one veteran super to describe his best plan of attack for the annual budgetary dance—and then braced for the usual stream of laments about never getting proper support for the value he brings to the property, only being seen as a drain on profits, etc., etc. But, instead, I heard this:
“At all the other courses I worked at before this one, that was always a struggle. But, this owner backs up the usual lip service about the course coming first. He asks me each year what I’m going to need to keep the course looking its best. After I give him a figure, he goes to our golf pro and says, ‘Maintenance is going up by this much, so you’ll have to increase revenues by at least the same amount.’ ”
After picking myself up off the floor, I asked this super—and then, the golf pro at his club—why this arrangement didn’t lead to all-out war, or at least smoldering resentment, between two areas of club and resort operation where relations are frequently, to put it mildly, cool at best.
“Hey, I won’t tell you it doesn’t lead us to say something under our breath sometimes,” the golf pro laughed. “Especially if you’re well into the season and it’s clear you’re going to have trouble hitting the number that’s been set for you. It’s hard enough finding new ways to bring in more money in this business right now without having to also cover added maintenance costs.
“But we’re also not stupid,” the pro added. “We can see the benefits that we gain directly from a great-conditioned course, and also the problems that a poorly maintained one will create for all of us. We know everything goes into, and out of, the same pot. We just have to put egos aside and accept the process and find ways to work together to everyone’s benefit.”
For his part, the superintendent said, “Sure, at first there was a ‘blank check’ temptation. But I saw right away that this new approach wouldn’t earn me any friends if I wasn’t more careful than ever about controlling costs, and made it obvious that I was only spending what was essential to do the job right.”
I’ve heard similar reports from other properties that chefs are getting more leeway to spend on equipment and ingredients needed to improve food quality—with dining room managers then being told to increase revenues to cover the added expense, while still keeping menu prices competitive. There also seems to be a trend toward encouraging intra-property competition among restaurants or shops or activities, rather than allowing some to be propped up by others. These might all seem to be sure ways to bring on staff civil war and sabotage, but it appears the opposite is usually true. Just as football coaches love to see their players beat on each other in practice to build team “unity,” it seems that a little table-turning, and injection of intra-squad competition, are helping to get everyone’s juices flowing for the more common good of clubs and resorts, too.
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