Wellbeing; Bringing positivity to turfcare
With unexpected challenges from varying factors, the wellbeing of those working under such pressures has become increasingly important to manage and take into consideration.
Working in the turfcare industry can be difficult at times with financial restrictions, unpredictable weather and differing opinions between staff and members. We spoke to the Course Manager at Bath Golf Club, Tom Hayward, about his positive approach to the job and the impact it has made on his team and the course.
Like anyone, Tom sometimes feels the pressure of the job, but he embraces the stress. “We know that this industry isn’t always straightforward. Sometimes we have stressful moments with challenges that present themselves when least expected. However, it’s the drive to achieve the best we possibly can which keeps you pushing for results. I am also very motivated and that helps.”
Tom took over as Course Manager four years ago and now has a team of six greenkeepers, who bring a range of skills and experience. “I have a very strong team here at Bath; I couldn’t ask for better and they are incredibly supportive of what I want to achieve. I am fortunate to have an excellent Deputy in Paul Cooper who I have known for many years and who supported me when I first decided to work in the industry. As soon as I became course manager, I brought him in as my deputy. I feel our combined years of experience and management come together to enable us to overcome the challenges that sometimes present themselves.”
(Left to right): Rich Oakley – Senior Assistant Greenkeeper, Rob Wilks-Mcleod – Assistant Greenkeeper, Tom Hayward – Course Manager, Harry Mason – Assistant Greenkeeper, Joe Gane – Assistant Greenkeeper, Peter Meek – Assistant Greenkeeper, Paul Cooper – Deputy Course Manager/Mechanic.
When discussing the importance of strong team ethics, Tom said: “Every morning, I’m out on the golf course with the other guys. I’m not the type of person who sits in the office all the time. I’ve always preferred to put the effort in and set the standards for the team.”
“There can be a misconception from those outside the industry that greenkeepers go home at 2pm. In reality, we have to work with windows of opportunity. During summer, me, my deputy or one of my team can be out aerating greens or verti-cutting at 7pm - because that’s when we can do it without disturbing members, or we need to get ahead for the next day.”
As the impact of mental health becomes more recognised in the industry, Tom incorporates wellbeing into his management style and has seen a significant change in the club committee’s view over the last four years. “It’s a vital part of the job now and I’m very aware of the wellbeing aspect of greenkeeping. I recognise that the job can be tough, both mentally and physically, and that the guys need to have their down time and be able to relax with their families. Whenever I need the team for overtime, I do my best to let them know well in advance to allow for planning. I don’t want to drop things on them last minute and cause unneeded stress.”
“Occasionally, there are times that I even have to encourage someone to take a week off and get the rest they need. I do this so they can relax and come back prepared to work hard. I understand the impact that exhaustion and stress can have on people and the last thing I want is someone to be off work with anxiety, because of the job.”
As a new course manager, Tom has valued the support of John Ross - a respected Golf Course Consultant - who places wellbeing at the forefront of a successful team and course. Tom followed his advice to improve the facilities for the staff as a matter of urgency when he became course manager. “I’ve always liked things to be clean and organised; when you have that, efficiency and quality improve and this then reflects on the golf course itself. One of the first things I did was reorganise the rest area. Everyone now appreciates having a dedicated space for their things and an area of their own where they can take a break.”
The club also maintain ample uniform for all staff: “We now have a very high standard of PPE and uniform, plus top of the range high-quality waterproofs. We want to invest in the staff to ensure they present a professional image, are safe and of course and feel valued.”
Communication as a management tool
Good communication is central to Tom’s approach and the team are pivotal to any major decisions that need to be made. Tom believes in sharing the ‘why’ behind decisions and he feels this open approach enables clarity and supports the team to remain motivated and feel valued.
“Open communication is essential to effective leadership and I strive to ensure my team know and understand what is happening on the course at all times. As I previously mentioned, I am out on the course with them every morning and make myself available at any time if anyone needs to speak to me privately. Team meetings are held when needed, but the need for these on a formal basis has lessened with me taking an ‘open’ approach to communication. However, everyone has an annual appraisal and clear goals to achieve.”
Tom explained that he is fortunate to have someone on the Board who offers him and the team support. “This makes it easier when presenting plans to both the Board and members, or updating them about what’s happening on the course. I now attend the monthly Board meetings to explain any issues that arise. This diffuses a lot of the problems that may have otherwise filtered down to me, and it’s been useful for me to learn the various aspects of golf club management and get to know the Board members.”
“We also hold open evenings for members where I’ve prepared a presentation and video clips of the team at work. These have been welcomed and are well attended. I’ve introduced the team members to show the humanity behind the work and have talked about the various aspects of course management and all the challenges we face. These evenings engender a lot of questions and discussion and I like to feel the members understand why we do things the way we do and when.”
“In addition I send out a monthly report, explaining what’s been happening on the course and why – which also gives members the heads up about any future plans. I think it’s good to outline that information because when they ask about something, you can explain and refer them back to the report.”
Tom reflected on the overall feedback since he became course manager: “Over the past three or four years, we’ve seen a positive reaction; 99% of the time the feedback is positive. I’ve had multiple members write emails about the recent improvements in quality, and visitors also give positive feedback, which of course I always share with the team as a way of encouragement and motivation.”
Career development
Tom entered greenkeeping straight from school. He thought he would go down the university route as he had a strong interest in graphic design but knew deep down he wanted to work outdoors. He initially signed up to do a course in Countryside Management but, after spending a summer working at the local golf course, realised that this was his calling. “The Head Greenkeeper (Paul Cooper) was a great mentor; he told me about the qualifications I would need and supported me to obtain an apprenticeship at the course with a day a week at college. I had no idea there was such a long-term career in turfcare and went on to complete my Levels 2 and 3 in Greenkeeping. I developed a love for it, and I’ve kept that. I’ve always been enthusiastic about greenkeeping - as well as the game of golf.”
In the early part of Tom’s career, it was a case of learning from good people: “I learnt from those managers who set examples and I later adapted these styles into my own management and leadership - there are people you respect and others you don’t; from this you quickly know the type of manager you want to become. It’s a technique that I’ve adopted with my team. I want to motivate them, and I want them to be happy in their roles and feel valued.”
After six years at his first club, Tom moved to The London Golf Club, which was his first experience at a larger-scale course. “That was game-changing for me. I worked during the Volvo World Match Play in 2014, which was a fantastic experience. Meeting a large group of people with equal passion to mine and seeing what can be achieved when you have the resources was eye-opening. When a job as First Assistant came up at Bath Golf Club Tom applied. “It was a promotion - a step up the ladder towards becoming a course manager that I was looking for.”
The step from a deputy position to course manager or head greenkeeper can sometimes feel daunting. “It is quite nerve-racking moving up to the top spot, and you don’t know what to expect until you’re in it. I was involved as much as possible in the management when I was a deputy here and, because of this access, I learnt a lot of skills for when I was promoted to course manager.”
“I love leading my own team and achieving results with them. I’m trusted and left alone to manage my department, and this makes a huge difference in productivity and job satisfaction. I’m excited by the changes we’ve already achieved but also for the future for Bath Golf Club.”