Page 19 - GM Winter 2021
P. 19
Pillars for Culture
Evelyn Riester
PILLAR ONE: PERSONAL GROWTH
Personal growth of your employees is the first pillar. Using techniques like individual development planning, each team member is able to look at their existing career and map out where they want to go and how they want to get there.
Pat Moir is the Turfgrass Specialist for Quebec and Atlantic Canada on the SPS team, celebrating his first anniver- sary with us in October 2021. Pat previ- ously spent 26 straight years at the same private golf club outside of Montreal. A change like that doesn’t come without its risks—or serious personal growth.
While looking forward and chasing big goals may seem daunting to some, it’s important to encourage your team and support them in their pursuit of what they want for themselves. “If you’re not searching for some kind of growth, personally or professionally, I don’t know where that leaves you at the end of the day,” Pat says. “I think to stagnate is a terrible thing, and if you don’t see these opportunities, then you’re going to stagnate.”
Plan to sit down with each of your team members and hear what their goals are for themselves. If they’re unsure, play on their strengths and why you hired them in the first place, and help them develop a plan. After all, having a map to where you’re going is a tremendous help in getting there.
PILLARTWO:DIVERSITY&INCLUSION
Working in an echo chamber benefits no one. For golf course professionals, having a team that focuses on diversity and inclusion will not only provide
alternative perspectives and ideas but will also provide opportunities that might not otherwise be available.
“Teams that excel are teams that have diversity in any form,” says Dale Kobelsky, Head of SPS - Canada. “It’s about ensuring we have the knowledge across the board to not only support but also seek diverse experiences and diverse people to come on the team. We feel that’s really important because it creates that tension that leads to new ideas and gives new approaches to problem solving.”
Certainly, superintendents have their own motivations and drive for doing their jobs well. But it’s important to understand that a diverse and inclu- sive team means your staff may not share in those same motivations or be driven by the same things you are—and that’s actually a good thing.
“Everybody on staff is there for different reasons,” Pat says. “Some people may enjoy what they do but have no aspirations to become more than a day labourer. You have kids who are there for summer work experience, and you have other people who are there because they have no other opportunities for themselves. The responsibility lies with the superinten- dent to get some kind of participation, ideas and growth out of their staff.”
PILLAR THREE: CO-CO-FU
Yes, you read that right. The third pillar that we have found is helpful to build a winning culture is Co-Co-Fu, or connect, collaborate and have fun.
“This pillar emphasizes activities that ensure everybody is well informed, in good contact globally, and can
PILLAR THREE
CO-CO-FU
GreenMaster • CGSA • 19