Augusta Golf Quotes

Meanwhile, blacks observed how German prisoners housed at Camp Gordon were getting paid to work the grounds of the Augusta National Golf Club, and to pick peanuts, corn, and potatoes across the Savannah River. “They sing and whistle, seem to enjoy work,” enthused the Augusta Chronicle. “Farmers are delighted.” Such news stories left a bitter taste in the mouths of black Augustans, who felt the government was doing more for the enemy than it was willing to do for them.

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After missing the cut at the 1957 Masters because of poor putting, Hogan retired to the clubhouse and suggested that putting should no longer be a part of the game. “If I had my way,” Hogan grumbled, “every golf green would be made into a huge funnel. You hit the funnel and the ball would roll down a pipe into the hole. I’ve always considered that golf is one game,” Hogan added, “and putting another.

CURT SAMPSON, The Masters: Golf, Money, and Power in Augusta, Georgia

The scream is the great multitasker of human expression. It covers agony, ecstasy, relief, frustration. It's especially useful when you're at a loss for words. Tiger did a lot of screaming that afternoon. With Joe. Coming off the green by himself. Walking toward the clubhouse, in response to his fans. His people. Primal screaming, his mouth so open you could count his teeth. Golf is famously a game for whispering. Roger Maltbie, in the NBC Sports trailers, is the Golf Whisperer. Spectators use their library voices. Players and caddies confer quietly. Golf, Calvinist by origin and reserved by tradition, had never heard such screaming, the likes of Tiger Woods, either. Tiger had won at Augusta, the place where he got the first of his fifteen, and a dam had burst.

Making the most out of every encounter to better your club’s visibility By Fred Layman Networking is as much of a strategy as it is fun. When you are researching on where to go or simply venturing out, here are some tips on how to make the most of your interactions. Seek New People – You Never Know Who You Need to Know What's the point of attending a business networking event if you don't actively seek new people to meet and discuss business with them? Set an easy minimum goal for yourself to meet at least three new people at each event you attend, or hey be bold and go for six! You will grow your network exponentially if you meet new people at every event. Business Cards – They Need to be Wherever You Are Always, always, ALWAYS have your business cards with you wherever you go. You will most likely always have opportunities to attend social activities that provide the opportunity for you to meet new people, and the ability to let your friends and colleagues know about your business. You never know who you might meet that could use your business’ service. Arrive Early for Best Benefits A good strategy for attending networking events is to arrive early. You will be less stressed, score a better parking space, and have a moment to introduce yourself to the people hosting the event who will likely in turn have time to introduce you to other professionals arriving at the event. Where Should You Network? Before joining a leads group, association or Chamber of Commerce be sure to attend some of their events and meetings as you want to make sure that the right types of business owners and professionals will be there for you to network with. Most organizations allow you to attend as a non-member or offer a few meetings to attend complimentary before they will ask you to join. The goal is to meet new people and begin developing relationships and even friendships. It is proven that the more consistency you display, the more your peers and colleagues will want to work with you. Fred W. Layman III, USPTA, NGCOA, GSGA, SCGA, USGA Director of Operations/COO, The Windermere Club, is the President of an Augusta, Georgia based club lifestyle management and consulting firm focused on supporting golf club owners, country clubs, residential developers, asset managers and community boards in the successful operation of their resort, club, tennis, golf and food and beverage operations. . Background: Golf and Tennis Club Owner, Developer, Home Builder, Hospitality, Lifestyle and Leisure

Fred Layman, (AKA The Club Doctor) is a veteran golf course and clubs in transition operations director/consultant. The Way I See It The Height of a Kite One sunny day, a mother and her son were outside flying a kite. The son loved watching the kite glide through the sky and cheered as it flew higher and higher. Eventually, the kite reached the end of its string and could not go any higher. After pleading with his mom to break the string, she finally agreed and cut the string to release the kite. Shortly after, a gust of wind made the kite spiral uncontrollably, and it crashed to the ground. As the son looked very sad and disappointed, the mother explained, “Just like the kite, we may reach a certain level in life and feel like things may be holding us back, such as friends, family, or rules. We feel the desire to become free from those strings, but it’s important to remember that those strings will help us remain stable and fly higher than we can without them.” Here’s the way I see it: Dan Pearce once said it best, “Who do you want to surround yourself with? People who can pull you up to their level of greatness? Or people who will happily pull you down to theirs?” Fred W. Layman III, USPTA Elite, Director of Operations The Windermere Club, is the president of an Augusta, GA based Club Consulting Company, Fred Layman Ventures.

That’s frustratingly common. “I’ve evaluated thousands of quartz samples from all over the world,” said John Schlanz, chief minerals processing engineer at the Minerals Research Laboratory in Asheville, about an hour from Spruce Pine. “Near all of them have contaminate locked in the quartz grains that you can’t get out.” Some Spruce Pine quartz is flawed in this way. Those grains, the washouts from the Delta Force of the quartz selection process, are used for high-end beach sand and golf course bunkers—most famously the salt-white traps of Augusta National Golf Club,16 site of the iconic Masters Tournament. A golf course in the oil-drunk United Arab Emirates imported 4,000 tons of this sand in 2008 to make sure its sand traps were world-class, too.

Costs In Maintaining The Primary Amenity, The Golf Course – Fred Layman Fred Layman, aka “The Club Doctor” is a veteran golf course and clubs in transition operations director/consultant. In a series of blogs, he will be speaking about “Keeping your club successful by Giving the Full 360 Degree Experience.” Costs in Maintaining the Primary Amenity, The Golf Course As a multi-sports and golf club consultant, I am often asked, “How much a club should budget to maintain its golf course?”This seems like a never-ending Board of Directors/Owners concern, and that’s understandable. The golf course will consume a significant portion of the cash required to run a club and it is also one of the most visible and member-impacting amenities, so a high level of focus in allowed. Since I began working in the club industry in 1994, I have had the opportunity to interact with leaders of clubs across the country. Typically, the discussions I hear about course maintenance budgets involve benchmarks such as cost per hole or cost per member and a variety of specific characteristics ranging from type of grass to geographic location. To understand the way in which these factors might be used determine how much money a club spends on course maintenance, you can undertake extensive analysis of club industry data. That data reveals that while traditional benchmarks (cost per hole, cost per acre, cost per member, type of grass or geographic location) may represent the actual spending of an individual club, the simple fact that the club up the road is spending more on their course than you are is not enough to justify a decision to beef up the budget. So, how much should you be spending? Contrary to conventional wisdom, industry leaders and myresearch clearly shows that the answer is ultimately not determined by some combination of physical characteristics. The reality is the clubs spend what they can afford. Before you dismiss this idea as random or arbitrary, consider this: The amount a club can afford to spend is eminently quantifiable and can be easily and accurately benchmarked. The proportionality of spending in clubs is highly consistent and represents the foundation of the common club business model. The business model of clubs, defines these proportions as the benchmark. So roughly one-third of a club’s gross profit (don’t think net) is the affordability at the average club. Bottomline: Next time you’re in one of these discussions, remember that your club, like all clubs, is subject to the common industry business model and your budget is driven by your gross profit.