How much time do you spend mentoring your assistant? Cancel The title field is required!

1. Millard Eric C

   
   2/2/2017 6:02 PM

   I'm curious to learn how much time Superintendents out there spend each week with their Assistants to develop them in the following aspects of their career so that they may become confident in their abilities to move on to become superintendents:
   
   1. Budgeting
   2. Monthly planning
   3. Yearly planning
   4. Pesticide application scheduling (i.e Fertility, Fungicide/Herbicide/Insecticide)
   5. Cultural process scheduling (i.e aerification, verticutting, topdressing)
   6. Front office politics (i.e attending greens committee meetings)
   
   Where I'm getting at here is this: There's such a bottle neck in the industry between the assistant and superintendent transition, are we going to get there before we're dead? How well are we being prepared to do so? Or are we just being thrown to the wolves? How can we as superintendents and future superintendents expect to call ourselves leaders when we're not preparing our subordinates to be confident in all aspects of the Superintendent role before giving them a good word to move on?
   
   Personally, these aspects are one's I've lacked exposure to thus far in my career, and I strongly feel they are one's that are an important part of being a superintendent. I, for one, feel as though if it ever comes the point in my career to do so, I will make sure to expose my assistant to these aspects, as that's the responsibility of being a leader. This philosophy comes from experience as a military leader of several years before coming into the turf industry. If I haven't prepared my assistant enough that he's not confident that he could take over my job for me if I needed to leave tomorrow, then I have failed him as his leader. Now, that doesn't go to say this is learned in a year, maybe not even two but, surely after three, they should have a working knowledge of all aspects of the job.
   
   Even if its an hour a day, each day of the week, these are points that should be exposed to assistants after a few years of grasping the daily management operations. I personally know assistants who never got exposure to these things, only to get a superintendents job and feel utterly overwhelmed their first year and why? Did their mentor feel that's the way he was taught so he'd just under prepare his protege? Maybe, but, why not "leave the world better than you found it ?"

   
   
   
   
2. Keith Fellenstein

   

   0 posts
   
   2/3/2017 11:02 AM

   I agree with you but emphasize "after grasping the daily management operations". One must crawl before you walk and walk before you run. There is a progression in the position and an Assistant needs to be able to competently and responsibly handle certain things before moving on to more advanced concepts and responsibilities. Once you handle those daily responsibilities flawlessly, are capable and confident in that role does it make sense to add more to your plate. Unfortunately the way things have evolved in the industry there are far too many unwilling to take the time to learn the basics and want/expect it all at once.
   
   On the other hand, there are Superintendents that fear if they train their Assistant to do their job, they are training their replacement that will take their job. And let's face it, as a whole, we don't spend near enough time in this industry teaching or learning about managing people. It's all about turf and agronomics, right? (If only.) It is possible that there are Managers out there that don't have the skills to mentor and aren't deliberately holding people back.
   
   If you're not progressing, ask yourself is it me, or the situation (and be honest). If you are ready for more responsibility and aren't getting the mentoring in your current situation, sit down and have a conversation with the Superintendent, make sure everyone is on the same page. Maybe he/she doesn't think you are as capable as you do and can offer some constructive criticism. If things don't change, and you know its not you, its the situation, no harm in moving on. Regardless, there are plenty of opportunities to seek out information and explore all of the subjects you listed on your own. No need to sit back and wait for things to come to you.

   
   
   
   
3. Millard Eric C

   
   2/3/2017 3:02 PM

   Thank you for the response, Keith. I can definitely agree with the crawl/walk/run method, it serves as a tool in leadership well.
   
   What I'm really curious to see is, what percentage of current superintendents take the time to go over these things with an assistant after a few years under their supervision? Do they even? And how much time each week? Is it maybe 2 hours throughout the week, 30min a day, a committee meeting one every two weeks? What approximately is the time invested in these subordinates to prepare them for the next level?
   
   Is this something that actually occurs? Or do we get comfortable allowing assistant to "learn the basics of daily operations" for years, that we allow them to do so while we take care of the other responsibilities, right up until the time you get a notification they're moving on?
   
   Speaking personally, it's frustrating to be passed over for a superintendent position in a situation the other candidate got the position based on the fact that, although they might not have as much technical turf experience as you, they were a superintendent at another course that closed but, they have more experience in the paperwork side of the job. I'm sure their are many prospective assistants out there today that have had this occur, how are you expected to be the best candidate in that situation? It's always going to be the easier way out to chose the person that's already been exposed to those aspects than the one who hasn't.

   
   
   
   
4. Mark Van Lienden

   

   14 posts
   
   2/4/2017 9:02 AM

   Eric, I really enjoyed your post. For forty years I have managed golf courses I have had many assistants. Some have been eager to learn and some feel that they deserve more than they are getting. So many people apply for superintendent positions when they open up that even the most experienced people can get frustrated. As far as how much time per week is spent mentoring it seems as though mentoring has been a constant process not just with the assistant but the whole crew as a team. The most enjoyable have been the guys who ask the questions that make me think and work with me to problem solve. The worst have been guys who felt they were doing more than their share or complained when asked to step up. As far as being passed up for another person when you are reading through hundreds of applications it can turn into a coin toss. I have been passed up for many jobs that I thought I was best candidate. As an employer I have passed on people who would have done better than the person I hired. Most positions require a move and a major change of life which makes it even more difficult.

   
   
   
   
5. Diaz Robert E

   
   3/7/2017 12:03 PM

   Great words from some experienced superintendents. I believe an assistant will benefit from working under many supers and golf courses. As for the training of budgeting and paperwork you will have plenty of time to learn this.
   When an assistant can handle the daily operations of crew and still do his job all of these other things start to fall into place. Every situation is unique out there just keep giving 100% and it will come back in the end. Don't be afraid to take some chances before you have a family and buy a home. Do what makes you happy.

   
   
   
   
6. Jeremy Hreben

   

   0 posts
   
   3/18/2017 12:03 PM

   I am a Superintendent. I am also a former Sergeant in the US Army. This is what I've seen in Assistants;
   1. Some want to learn. I see this by the questions they ask. The tasks they what to take on. The projects the create, from start to finish. They don't sit back and wait for me to say, " hey kid. come here and I'll show you this report I'm working on." etc. They put themselves in the situation where they must be taught
   2. Some think they already know. " I learned this in school." "I've been an assistant for 4 years, I'm ready".
   
   I remember my first Super's position. Boy was I overwhelmed. I knew the turf aspect of it. I had to get accustom to making the calls, when to spray, when to fertilize etc, not suggesting them. I'm not taking anything away from my past mentors. One in particular I respect and still look up to 100%. I still talk to him today and still ask for advice and consider him a great Superintendent. But looking back I can see I didn't always put my self in situations to be taught. I didn't think I was better than him but I did think I was ready.
   
   Any new position whether it be a new assistant's position or a promotion, you will feel overwhelmed. I think that's life.
   
   Look at yourself. Are you asking questions? Are you taking on more responsibility? Asking for it? If you really believe you are, is your superintendent fulfilling those needs? Does he teach, coach and mentor when asked? Is he giving you more responsibility? If yes then continue. If no, move on and explain why. Maybe he will learn something.
   
   I tell my assistants that I will teach them everything I know. Sometimes I remind myself to include them in a particular process. Sometimes I get so immersed in what I am doing at the time that they need to get involved on their own accord. "Hey Boss, whatcha working on over there? Can you show me?"

   
   
   
   
7. Millard Eric C

   
   3/18/2017 12:03 PM

   Thanks for the responses everyone, lots of good feedback here. I also hope it's got the cogs turning for everyone as well.

   
   
   
   
8. Robert Wright

   

   0 posts
   
   3/20/2017 4:03 PM

   I've always tried to dedicate an hour after the crew leaves to discuss and train the assistant regarding the overall status of the golf course. If possible, I've included the assistant in occasional board meetings. My thought process is that after 3 years, a good assistant will be ready to take on a superintendent role. Not every assistant has made it that far though....some have the desire and some don't.

   
   
   
   
9. Stephen Okula

   

   3 posts
   
   3/21/2017 4:03 AM

   I have been a GCS for many years, and one aspect of my career that I find most gratifying are the number of my former assistants who have gone on to become successful superintendents. This gives me confidence that I know how to choose the right candidates (at least most of the time) and that they develop capable skills working with me.
   
   I explain to assistants when I hire them that with time I want them to be able to perform every aspect of my job so I won't have to work at all. They must have initiative and ambition.
   
   Mentoring is an on-going daily occurence, and, if you have the right person, learning is a two-way street. A good assistant is my best friend on the job, and we will spend at least an hour and usually more time each day working together and talking things through. He is a sounding board and an adviser, and though I may refuse his advice at times it it always valued.