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ATM columnist Terry Muir says it’s time to make the course superintendent brand a firebrand.
he brand of a golf course superintendent, if properly understood and managed, is a valuable professional and business asset. After all, whether we like it or not, we’re all ‘brands’. When your name is mentioned in business, those in the room get that instant feeling about you – their perception of you as a professional brand. Not everyone shares my perception of the brand but if I ever again hear ‘the guy who mows and grows’ or ‘the shed guys’ it will be far too soon. In short, superintendents have a brand, awareness problem and it has to change. Why? The golf business is constantly changing and superintendents cannot afford to be left behind, out of sync struggling to stay relevant. It’s time for a reset, a rebrand to build a sustainable environment for the superintendent profession well into the future.
WHY THE BRAND HAS TO CHANGE Superintendents possess information about sports turf management that only they know and they’re willing to share it in the pursuit of delivering great golf courses that are sustainable and safe and community assets. They are successful people – they love what they do, they’ve been able to build good teams, they work in green open spaces. It is so marketable as the job that everyone wants, but this isn’t always the case. 60
The brand no longer reflects who or what a superintendent is. Ageing club members, board members and general managers have historically distorted views of the role of a superintendent. Rebranding can change that. Remember, years ago secretaries became ‘personal assistants’ to confirm how invaluable they are to an organisation. Even lawyers are rebranding in preparation for technology’s impact on their profession. The rebranding proposition is simple… Superintendents need to be seen as trusted professionals, advocates and experts who understand the market they are serving and care about the valuable things they are entrusted to manage – the course, the people, the business and the environment. It is a different brand to that of the previous generation of superintendents. The old brand does not allow the new brand of superintendent the opportunity to leverage their full potential.
STAYING RELEVANT So how can superintendents be a recognised authority figure and expert in their workplace? At the end of the day, superintendents present their golf course – a physical structure that clearly demonstrates their abilities. It is physical, verifiable evidence of their talent and experience. This alone should make the brand stand out, but it doesn’t.
AUSTRALIAN TURFGRASS MANAGEMENT 21.1
When many superintendents started out, they probably established a set of values and rules to provide a foundation to guide them through the first few years. But as the business grew, management changed, and legislation and technology changed, their original identity at their workplace might now actually have become a liability that keeps the club from reaching its full potential. For example, when Sydney-based brand specialist company Bubblefish investigated a rebrand opportunity for one of their clients, they discovered an absence of any brand differentiation, no strong product focus, and virtually no attempt to appeal emotionally to the market. When they set out on the rebrand journey, they gave a new look and feel to an already existing brand in order to influence customer’s perception. Most businesses and professionals undertake a brand review every 7-10 years so that they can evolve and stay relevant. They explore a new look and way of conducting business. Whether a superintendent has moved away from their original vision or merely expanded on it, the current brand is not making them visible, appreciated and acknowledged. There are so many compelling reasons for the superintendent brand to change. Look at the legal reasons alone – environment and safety laws, HR and WHS laws have to be managed and implemented. Superintendents