In this episode, Tyler talks with Matthew Shaffer, a renowned former golf course superintendent, about his career path and the lessons he's learned from various roles, including at high-profile clubs like Merion Golf Club and Augusta National, and humble beginnings.

He credits his time at Hershey Food Corporation for shifting his perspective. At Hershey, he learned to see a golf course as a business asset rather than merely a space to protect. This exposure, combined with the mentorship of legendary superintendent Paul Latshaw Sr., gave him a "recipe for success." 

Passionate about the profession, he describes his dedication and innovation to growing grass, mentoring, and equipment as essential to his role. 

Developing a team in today’s environment

Given the shortage of turf graduates, clubs must consider candidates from diverse educational backgrounds, such as sciences or teaching, for positions traditionally held by turf specialists. He emphasizes that creativity and adaptability can make non-traditional candidates strong assets. 

During his time at Merion, Shaffer described the value of strong mentorship in creating a positive reputation and providing a supportive environment that allows team members to lead, make mistakes, and learn through correction.

Shaffer advises clubs to focus on cultivating their own talent, acknowledging that good team members may eventually leave but can contribute significantly in the meantime. He shares examples of successful mentors, such as Duane Schell, who excelled at developing people despite limited resources. 

The importance of communication, work-life balance, and leadership will be critical to retaining and developing today's assistants. Shaffer insisted on communication skills, even sending his team members to Dale Carnegie courses, despite their reluctance. Noting that while each person had a unique style—some stoic, others chatty—all shared qualities of resilience, focus, and a commitment to learning through their mistakes.

Understanding club culture and respect for everyone's roles

Maintaining an adaptable skills and clear communication with stakeholders given evolving club expectations, like the shift from a "brown and firm" aesthetic to "green and fast."

During the hiring process for superintendents, it’s crucial to be transparent, helping the club understand its role in supporting the superintendent, rather than placing all responsibility on them. Shaffer advocates for educating Green Committees and hiring parties on resource limitations, suggesting that clubs often need to reassess their own priorities and funding distribution to achieve desired outcomes.

He acknowledges the challenges that General Managers (GMs) face and underscores the value of understanding their roles, noting that success in golf course management relies on a strong relationship between the superintendent, GM, and golf pro—a "three-legged stool" essential for stability. 

Strong communicators tend to navigate challenges better and foster trust with members and the General Manager around maintenance practices.

Whether you’re a seasoned professional or just starting out, this episode offers actionable takeaways on leadership, innovation, and navigating the challenges of the golf course industry.