Why is tenure lower in GM roles than in other positions?

Managers of golf clubs are often under-appreciated. Perhaps that is why they change jobs more frequently than other club employees, says 59club’s Managing Partner for Canada, Ryan Tracy

LeBron James recently surpassed Kareem Abdul-Jabbar for the most points in NBA history, yet many still hesitate to crown him the Greatest Of All Time (GOAT).

This debate, while entertaining, highlights a broader issue: the undervaluation of generalists. LeBron’s versatility in the game may not be fully appreciated in a world that tends to value specialists over generalists.

This lack of appreciation extends beyond sports, especially to roles like the club general manager (GM).

While specialists in any field – whether a PhD academic, a gold-medal Olympian or a software programmer – garner immediate respect for their mastery, generalists struggle to command the same admiration.

This is because specialisation is tangible and easily recognised, whereas generalist skills like leadership, though essential, are more difficult to quantify or observe.

Specialised generalists

A club GM is, at heart, a generalist. While they may specialise in leadership, this skill is intangible and harder for others to appreciate. We conducted a study on management positions in clubs from October 2021 to December 2024 and found that GM turnover is among the highest. This suggests that the value of the GM role might not be fully understood.

A GM’s work, whether educating board members or resolving staff conflicts, lacks the immediate, awe-inspiring impact of, say, a chef crafting a meal or a PGA professional demonstrating their skills.

A club’s board or members might gain a deeper respect for a CFO after reviewing financials or for a greenkeeper after hearing about turf management science, but the GM’s contributions are often less visible. Ironically, many club GMs begin their careers as specialists before becoming generalists at the top of the staffing hierarchy.

The shifting golf club environment

Club GMs operate in a constantly shifting environment, and are often told they need to be more visible and adaptive. As generalists, they must juggle numerous responsibilities. GMs are frequently called to step outside the office, with some spending up to half their time on the floor, yet this can still be deemed insufficient.

They possess a breadth of knowledge across many areas but lack the easy, identifiable expertise that specialists display. As a result, GMs might not receive the same recognition or respect, which could contribute to the shorter tenures in the role. Some describe the GM’s position as akin to the narrow centre of an hourglass, with the board above and staff below, and it can be isolating. A 2023 survey of GMs revealed that the most important skills for success were broad and non-technical, emphasising the diverse demands of the role.

Key takeaway

While it is anecdotal to claim that the short tenure of general managers is solely due to their being specialised generalists, it is worth reflecting on how they juggle multiple roles, whether as an executive, a parent, a sibling or a volunteer – often without the recognition they deserve.

It’s time to acknowledge and applaud their efforts.