027 I Beyond Aesthetics: Investing in Infrastructure and People for Long-Term Success

In this episode, Brian Chapin shares insights from his unique career journey from golf course superintendent to general manager (GM) during the pandemic, and eventually to VP at LaBar Golf, where he joined in 2022. His path offers a valuable perspective on moving from hands-on turf management to overseeing broader club operations, providing a holistic view of club success. Emphasizing career development, Brian advises superintendents to stay open to non-traditional roles, like GM, as the entire club experience is critical to a golf course's long-term success. Shifting Gears LaBar Golf, originally founded in 2012 as a renovation company, expanded significantly during the pandemic and now offers irrigation, safety, and fleet management services. Brian highlights how LaBar Golf's commitment to attracting and retaining top talent is driven by adapting to career aspirations and fostering growth. He notes a shift in the industry, with clubs investing more in infrastructure like drainage and irrigation systems for sustainability rather than aesthetic updates. Brian also discusses the rewarding but challenging nature of construction roles, with extensive travel being a consideration. Going forward, LaBar Golf aims to spotlight opportunities in golf construction and support superintendents pursuing career growth. Soundbytes: "I challenge anyone to identify a top 20 or top 30 club, or even the top two or three in any given state, where the golf course is outstanding but the rest of the operation is poor. Don't be that club." 2:01 "You must prioritize what's best for the golf course every day. For instance, when a tournament is scheduled and we receive two inches of rain, restricting carts is never a popular decision, but it's often the right one. This skill set translates well to being a general manager. In contrast, other positions within the club may focus heavily on keeping the membership happy, which can make them uncomfortable with making difficult decisions." 14:00 Quotes "Superintendents have such great skill sets for leadership, they're forced to be macro to think macro in micro, but like they're they to blend that really well." "We've shifted our perspective, in part due to your guidance and leadership, to better understand how to attract and retain top talent. Ultimately, that's the name of the game for any business: how to attract the best people." "We're willing to adapt because a cookie-cutter approach to recruiting, retention, and development is a guaranteed way to fail. You need to meet people where they are, be creative, and think of different ways to leverage various skill sets and availability. It's essential not to get stuck on the notion that someone is a failure just because they're not here for two or more years." Links Mentioned in This Episode: Tyler Bloom Consulting: https://tylerbloomconsulting.com/ LaBar Golf: https://labargolfrenovations.com Connect with Brian Chapin on LinkedIn - https://www.linkedin.com/in/brian-chapin-708079184/