Chris Lewis, CGCS, director of agronomy for Landscapes Golf Management, shares the practices that help his crew stay productive.
Editor’s note: The following article was supplied by Landscapes Golf Management. All product claims, research cited and other information is directly from the company.
As director of agronomy for Landscapes Golf Management, Chris Lewis, CGCS, travels the country, tours the company’s properties and shares ideas with superintendents. The 22-year GCSAA member posits it’s only natural there are differences in product quality, staff efficacy and budget performance between cultures categorized as great, good and those with room for improvement.
No one is perfect all the time, but no matter the size of the team, morale level – be it frustration, happiness or other emotions between these bookends – affects employee retention. Moreover, its contagiousness spells the difference between stellar work outputs and deleterious effects.
Culture is the optimal word, and it’s not something Lewis and his teams merely check off the list before moving on to the next duty. They must be on top of it because there’s constant change, and they must adapt accordingly, day to day, month to month and year to year. In this vein, it’s paramount to remember that people and their spectrum of attitudes represent unique creatures.
While workforce dynamics have largely shifted the past 20 years, here are five foundational, controllable tenets Lewis says successful golf course, country club and resort superintendents have in common:
