It’s a common tale. You’re great at your current role in your company but feel trapped and don’t see a way to move upward in your career without leaving. Businesses know this scenario is a Lose-Lose, but few have programming designed to solve the conundrum.

However, the leadership at Alpharetta, Georgia-based Bobby Jones Links (BJL), one of the golf industry’s leading management companies, goes out of their way to train employees and set them up for long-term success. The company’s GMU – General Manager University – program exemplifies this. Formerly known as the General Manager in Training program, this 10-year-old initiative helps identify and cultivate future BJL leaders.

“Every year, we amend the coursework,” says Allyson Kahl Darling, vice president of experiences at BJL, who leads the program. “It is important that we keep technological advancements such as AI and industry trends at the forefront of each year's curriculum.”

This year, the company welcomed Kaitlyn Lobsitz and Stephanie Rodgers as GMU participants. Both hold Food & Beverage Director roles—Lobsitz at Fairfield Glade Resort in Crossville, Tenn., and Rodgers at Bobby Jones Golf Course in Atlanta—and are very familiar with the food services side of the business. During the recent two-day GMU conference at the company’s Alpharetta, Ga., headquarters, Lobsitz and Rodgers received training to expand their expertise by learning more about golf, agronomy, managing personnel, finances, and membership.

“All candidates came to our support center for two days of classroom learning, networking, and fun,” says Darling. “Members of our leadership team cover topics like human resources, accounting, sales, operations, food and beverage, golf, agronomy, culture, and leadership. Then the candidates go home and the practical part of the journey starts as they start a 12-month program that immerses them in all aspects of club operations.”

The pair were considered GMU candidates because of what they bring to the table: a personal desire for growth, a strong work ethic, a positive attitude, and a distinctive skill set. Says Darling: “Kaitlyn and Stephanie embody our core values and have shown great leadership in their current roles. They are both extremely excited to learn.”

Darling says she has personally interacted with them after the session as much as she can. “We form the relationships before the team member begins GMU, and they naturally grow stronger throughout the program,” says Darling. “We provide support, guidance, professional references, and a listening ear as the participants continue on in their chosen career paths. Many times, we are offering them one or more opportunities for advancement. It is always so exciting when one of our graduates takes his or her first General Manager position.”

The candidates meet everyone on the BJL Support Center team throughout the program and collaborate closely with them. Each assignment provides a detailed look at various aspects of managing operations. Participants not only learn about the inner workings of each department but also get to know the people who facilitate those functions and support roles. The BJL team is very accessible and eager to collaborate with GMU participants. Each leader shares the “why,” and participants refer to that as they grow and move up and around in the organization.

Darling says she would like to continue growing GMU participation year after year, adapting to changing times. “That’s very important as BJL also grows,” says Darling. “Future leaders can come from anywhere in the organization, and we work to maintain open networking and communication channels that create pathways for our team members to move into leadership roles.”

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