Staff WriterIt’s the sort of workplace story that’s as old as a battered 7-iron: you’re good at your job, you’re trusted, you’re relied upon—and you’re stuck. The ladder is there, but the rungs feel like they were removed by someone in Finance. Bobby Jones Links is tackling that familiar career cul-de-sac the old-fashioned way: by investing in people early, training them properly, and giving them a clear route to the top.
That’s the philosophy behind Bobby Jones Links (BJL), the Alpharetta, Georgia-based golf industry management company, and its GMU — General Manager University — program. Now in its 10th year, GMU (formerly General Manager in Training) is designed to spot future leaders inside the organisation, then build them into well-rounded operators who can run the whole clubhouse, not just one corner of it.
“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.”
That line matters because plenty of leadership schemes still act like the internet is a passing fad. GMU is pitched differently: modern tools, modern expectations, and a broad understanding of what keeps a club healthy—members, margins, maintenance and, yes, morale.
Two new participants, one bigger mission: widen the lens beyond F&B
This year’s GMU participants are Kaitlyn Lobsitz and Stephanie Rodgers—both Food & Beverage Directors, both already battle-tested in the realities of service, standards and staffing.
- Lobsitz works at Fairfield Glade Resort in Crossville, Tennessee.
- Rodgers is based at Bobby Jones Golf Course in Atlanta.
They know the pace of a busy dining room, the pressure of event days, and the truth that “quick fix” is usually code for “future problem.” The point of GMU, though, is to move beyond a single department and see the entire operation—golf, agronomy, personnel, finances, membership, culture—like a general manager has to.
During a recent two-day GMU conference at BJL’s Alpharetta headquarters, the pair expanded their exposure through structured sessions designed to round out that leadership toolkit.
“All candidates came to our support centre 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.”
In other words: two days to set the foundations, then a full year where theory gets tested against reality—budgets, schedules, member expectations, course conditions, staffing challenges and the thousand tiny decisions that separate a “nice place to play” from a sustainable business.
What BJL is selecting for (and what it’s trying to keep)
If you’ve ever worked in hospitality or golf operations, you know the industry’s dirty secret: talent can be hard to keep. The hours are long. The standards are high. And the jump from “excellent department leader” to “credible GM candidate” doesn’t happen by accident.
Bobby Jones Links is using GMU to close that gap, selecting participants not just for technical competence, but for the traits you can’t train in a weekend course: hunger to improve, resilience under pressure, and the ability to lead without theatrics.
The company says Lobsitz and Rodgers were chosen because of their drive, strong work ethic, positive attitude and distinctive skill sets. As Darling puts it: “Kaitlyn and Stephanie embody our core values and have shown great leadership in their current roles. They are both extremely excited to learn.”
Mentoring that doesn’t vanish after the photo-op
Plenty of corporate programs love the launch moment—name badges, a handshake, a group picture—then everyone disappears back into their silos. GMU is structured to do the opposite: build relationships early, keep lines open, and connect participants directly with the support team and senior leadership.
Darling makes a point of staying involved beyond the classroom phase.
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.”
That last sentence carries the real payoff: GMU isn’t just “development.” It’s succession planning with receipts—training that ends with someone stepping into the chair.
How the program works: assignments, access, and the “why”
Across the 12 months, participants meet the BJL Support Center team and collaborate closely with leaders across functions. Each assignment is intended to provide a detailed view of managing operations—how departments fit together, where decisions bottleneck, and what best practice looks like when it meets a real-world property with real-world constraints.
Participants learn the inner workings of each department, but just as importantly, they learn the people behind those functions and how to work with them. BJL positions its leadership as accessible and invested; leaders share the “why” behind the standards and systems so participants can apply the thinking—not just mimic the process.
And because the industry isn’t standing still, Darling says GMU will keep evolving as the company grows and the operational landscape changes.
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.”
For anyone who’s ever felt boxed in by a job title, the message is blunt and refreshing: you don’t have to leave to move up—if your employer builds a pathway worth walking.
Bobby Jones Links is betting that in golf, as in life, the best talent isn’t always found. Sometimes it’s developed—properly, patiently, and with a plan.
