Job Securing Tip #14: Develop Job/Career Options Now
November 19th, 2009
A little known fact of life is that the Israeli national economy is the second strongest throughout the world on a per capita basis; i.e., stronger than all the economies of Europe and Asia (including China) combined. Of course, the United States has the world’s foremost economy. The accepted reason why Israel enjoys this exalted economic status is because in a country where military service is mandatory for both men and women every citizen brings this military experience and discipline to the country’s private business sector.
Connection To Golf Course Superintendents
Because veteran golf course superintendents operate with a similar decisive management style as the Israeli military, it can be fairly concluded that established golf course superintendents possess the innate ability to succeed virtually anywhere within the small business community; i.e., especially within an entrepreneurial environment. (You might consider adding Dan Senor’s new book entitled, Start-Up Nation: The Story Of Israel’s Economic Miracle to your personal library.)
Accordingly, golf course superintendents should not wait until they are out of a job to explore new job/career opportunities because within this pressurized “I need a job” environment they will likely “settle” for lesser jobs instead of looking to develop second careers. Granted, a bad economy makes it difficult to develop a second career, but at the same time the need to do so will push superintendents to more effectively identify future job/career opportunity. Perseverance will pay off.
You will stand an 80% better chance of developing a second career as an entrepreneur than as an employee at a new job…
Second Career Guidelines
Developing second career opportunity requires a disciplined due diligence approach. For example:
1. You will stand an 80% better chance of developing a second career as an entrepreneur than as an employee at a new job.
2. The key to establishing your own company is being able to match your experience and skill sets to a specific need niche within society. FYI: Second careers may be developed both inside and outside golf. Investigate every possibility.
3. Today’s computer age allows new companies to self-design their business image; i.e., a company logo, stationary, envelopes, business cards and web sites, etc. at virtually no expense. (See former superintendent Steve Renzetti’s new business web site at www.pinnacleturf.net.)
4. Two partners will often do a better job developing a new business than a solo principal simply because two minds function better than one. Accordingly, from time to time you might explore new career opportunities with fellow golf course superintendents. You will find this to be an enjoyable rewarding assignment.
Even if you feel your job is secure now, do not wait to identify future job/career options because in today’s unstable world jobs that are secure today can be gone tomorrow…
Even if you feel your job is secure now, do not wait to identify future job/career options because in today’s unstable world jobs that are secure today can be gone tomorrow. Always be prepared. As I stated at the close of my last blog message: waiting and hoping for the best is a losing strategy.
Superintendents, want to help your assistant(s) on their career path? Print out these Career Corner posts and responses on an ongoing basis and assemble them in a hard copy binder for your assistants and crew.2 Responses to “Job Securing Tip #14: Develop Job/Career Options Now”
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Jim – Your post is a case study in how I conceived and developed TurfNet back in early 1994. This is really my third career, with each one built on my college training (plant science and business management) and on experience garnered during my employed life. I first evaluated my skills (but most importantly, WHAT I REALLY LIKED TO DO) and then created this job that fit me perfectly… and I needed a job at the time too.
I might disagree about the partnership thing, as most partnerships don’t work out very well. In my opinion, better to get a small group of key advisors to help steer you during the early years. A good accountant, attorney, other people with a strong business acumen whom you admire and trust — and they don’t necessarily need to be from your industry. Be prepared to work smart and lean, learning new things and multi-tasking all the way. In my early years with TurfNet, if I didn’t know how to do it, it didn’t get done, so I learned a lot and still find every day that I don’t learn something new a disappointment.
The scariest day of my life was walking into the GCSAA show in Houston, 1994, with an idea, a stack of homemade brochures and business cards. And, as they say, the rest is history…
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Jim McLoughlin Reply:
November 20th, 2009 at 12:35 am
PETER:
Thank you for reminding me that partnerships are a high risk way of doing business because 75% to 80% of business partnerships fail. Many say that it is more difficult to maintain a business partnership than a marriage partnership. So true.
What I was mistakenly trying to say in the above blog was that because it is difficult to identify that one viable niche where a new business might get a successful start – a solo entrepreneurial hopeful would do better having a “partner” to help identify target business opportunities. But this is not the best way to go.
However, I do feel that people with a common career background will provide more immediate help than outsiders might. This is why I suggested in the above blog that several superintendents might meet from time to time to explore new career opportunities. This is a safe process because good ideas will surface within the group forum without any obligation to form partnerships. Once underway, the new business would develop a small group of key advisers – as you suggest above.
Thanks for sharing your experience.
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