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Carlos Arria In the early 30’s, he became general manager. He recently became general manager in the early 40’s.

His life has undergone some dramatic changes in his role in the tragic management of clubs, no more than the tragic death of his son; Isaiah, Following the 2016 car accident. The loss of Isaias has forced Araya to reconsider his position, which includes hosting the 2018 PGA Championship in St. Louis at the Belleriers’ Club.

“After my son’s tragedy – and I will go crazy with you – either a) I drink, in a dark place, I hate everyone and I get angry and sad, or b) I take control of the grief and the loving and growing people,” says Arria.

When Belleriv was appointed general manager in early August, Araya’s potential for leadership and growth grew exponentially. P.G.P. Following the championship, when the assistant general manager / director was appointed, the job tended to return to the club’s management position. Araya became the first manager at Hawk’s Nest Golf Club in Florida, Florida, where he reached a milestone in his life and career. It has been his biggest career impact in the last decade John CunninghamIn 2017, he left Belarus Assistant General Manager / Agronomics Director to become the CEO of Aronink Golf Club in suburban Philadelphia.

Cunningham’s career direction set a precedent for moving from a brick-and-mortar department to a higher-level club system. “Cunningham paved the way for the future,” says Arania.

Araria now manages a club equal to 125 full-time employees. Bellarv’s workers swell more than 225 workers during the peak period. Seven department heads, including the supervisor Nick White, Report to model. “You have to include this in the text.” Nick grows grass better than me. I focus on growing people. The golf course is better than ever because of Nick White. He is one of my best employees. A.D. He came with me in 2017 and took a blind faith jump.

From hiring quality people to managing a large budget, Araya is generous by sharing lessons and insights from his own field of work, including grasshoppers looking for internal growth. Here are some guidelines he gave shortly after he officially took on his new role:

Considering the club’s management role, what does it say to supervisors: “Do not be afraid. I think most of us are afraid. Supervisors often receive negative feedback. You are always receiving negative feedback and it prepares you to deal with those challenges at home. Don’t be afraid to enter a club, talk about business and strategy and talk about the challenges the club has, because there is always opportunity. You need to find and embrace it. ”

Differences between general manager and supervisor working day “You have to wait your turn. In Belleriv, for example, from the moment someone came to our facility to the time someone left, we were basically open for 19 hours. There is no way a general manager is always there. He is like a golf course supervisor. You can get there at 4 a.m., but you don’t have to be there until 8 p.m. They really burn and really get upset. The big difference is that the schedule varies from day to day. You are interacting with the boards at different times because you are so systematic, and you have to be fluid.

Be accessible to staff – “I have an open door policy. People can log in at any time. During a group meeting, I told our facility manager to come in, and he knocked on the door. The door is open. ‘I’ve done it twice in my career, and I’m happy to do it again in every group meeting. You say you want to return. How do you respond? They are vulnerable and give back. It is a constant evolution. One of the things you can do to help people is to talk and spend time. We can always give. ”

Guy Cipriano is the CEO of the golf course industry.

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