Always commit to finding full-time replacement employment – and – looking to find that niche where you could start your own business; i.e., consulting, or a product/service company. JMcL

Even if it is only changing cups on Sundays, or building a small project, it will certainly look somewhat positive (over installing insulation or drywall…) when a future golf course interview comes around.

The pay scale of the position would not really matter.

Both parties involved would learn a few things, but someone would have to be thoughtful enough to make an offer.

Some superintendents are concerned that they would not be able to update a “constituent” web site weekly themselves. Trust me – this is a very “learnable” task for the superintendent or someone within staff; i.e.- a maintenance office secretary. Then, a member/player or friend you know could teach you or your staff.

The dynamic rewards to be gained with a “constituent” web site should entice every superintendent to consider the “constituent” web site concept. JMcL

See December 11, 2009 blog message for further comment on the subject of “Defensive Management.” JMcL

The USGA will have as many as 10-14 private sector members on its 15-member Executive Committee. JMcL

I have no problem with private sector additions to chapter Boards being given “voting” privileges; or that there might be more than one private sector person added to these chapter Boards – but I prefer to think conservatively up front and then let each chapter decide where it might go from there. JMcL

Just had a chance to glance at your latest column and, as always you provide a profound insight to the plight of many supers. I especially agree with your one idea of various GCSAs adding an outside director to their board. However, keeping your same objective in mind, I suggest that you consider recommending two (2) outside directors who are CEOs of respected, good sized firms, regional firms.

HR people are great folks, but usually 2nd tier or even lower level in major corps. Getting CEOs or board chairmen would gain greater access to the resources that you allude to and add broad skills to any board. As you know, this is common practice in business. Also, forget the non-voting — let them, in fact vote! Why not? Such individuals come to a board with plenty of strong board experience who can also share an infinite number of concepts with superintendent leaders of our industry.

Many CEOs, though busy, would be flattered to serve on GCSA non-profit boards if they were approached properly – they know they’d be in mentoring roles and serving the game. The PGA Tour did this under Commisioner Beman and it paid off. They would bring corporate skills and business savvy to any GCSA board. It never hurts to ask properly!

We just completed the annual Asian Pacific Golf Summit here in the region — this year in Thailand. There are a number of national GCSAs formed and now there is serious movement for creating a regional Pan Asia supers association / federation. Same old problems, challenges and needs with which you would be familiar. If you would be up to it, I would be pleased to recomemnd you for next year’s program as a key speaker. we need all the help we can muster over here. Outside the box perspectives are always welcomed.

Keep firing up the troops!

Kind regards,

Jim Prusa

Excellent advice! Most of us have an open invitation to join the “family” but far too many choose not to.

What is ample time to wait for a call to interview? I don’t want to seem pushy or be a pest, but if there is a position you would really like to get and the dead line for applying has past by a week, is it too soon to call and express your genuine interest in the job?

Can you respond to my email above?