Evaluating the leadership style of our next PGA Officer is critical because it will define how effective that person can be in shaping the direction of our Association.

Ted Bishop - PGA of America Secretary Platform

What does Ted Bishop stand for? What makes Ted Bishop different? These will be two of the most frequently asked questions during the 2008 campaign for Secretary of the PGA of America.

Leadership Style: In my estimation, this is one of the most important things facing the PGA of America today. Evaluating the leadership style of our next PGA Officer is critical because it will define how effective that person can be in shaping the direction of our Association. I am a firm believer in expanding our governance system by involving others in the decision making process.

I advocated re-instituting the Committee system two years ago. To my satisfaction this was done. By doing so, we have included hundreds of PGA leaders in helping define the direction the PGA of America. Committees are the key to research and development in our governance system. A high performing Committee with the blessing of the Officers will present information to our Section leaders. The Board of Directors will evaluate the Section responses and make decisions. This is a simple and effective process that works as evidenced by the recent MSR proposal.

An effective leadership style will keep the PGA of America moving forward!

Membership Initiatives: In my entire 21 years of PGA leadership, I have strived to find ways to improve the PGA Membership experience. I believe that it is critical for Sections and Chapters to provide interesting and motivating activities for our members. PGA life, for most, is what happens at the local level. We now mandate meetings and education, which is good to help restore fraternalism to the PGA. But, this needs to be a worthwhile and stimulating experience. The MSR program should be re-evaluated by the Membership Committee prior to each re-certification period.

It is my hope that in the next few years, the PGA can find a way to implement the Certified Professional Program at the Section level. Personally, I would find it more enticing to earn certification at the Section level along with fellow professionals in a classroom setting instead of sitting in solitary confinement in front of my computer. This type of interactive education will enhance participation in the CPP. It will also elevate and standardize Section education, not to mention increase fraternalism.

There needs to be a concerted effort to enhance Employment services at the Section level. Hopefully, the new pilot program placing field reps in Sections will be successful and there will be an Employment component in the future. But, the current Career Services program is undermanned and we cannot adequately fulfill our employment needs. The state of the golf industry dictates that the PGA makes enhancing employment services as a priority. Unfortunately, our current programs have left the door open for others to take the lead in the area of employment.

The PGM program is the pipeline for future PGA members. It is imperative that we improve and update the PGM curriculum, which will benefit our assistant golf professionals as well as the current PGM university students. We owe it to the apprentices and participating universities to have the best training methods in place. The PGA should continually evaluate and update the PGM curriculum. This is not a process that is done every 10 or 15 years! We have the financial resources to do this and it must be done!

Our Governance Committee has determined that Sections are financially viable. Obviously, some Sections are more prosperous than others. The PGA needs to continually develop ways to help those Sections, which face unique challenges. I am a proponent of ADP bonuses for Sections which excel in member participation in areas such as tournament participation, Performance Trak reporting, CPP participation and Play Golf America Programs. This allows all 41 Sections to see increases in the ADP funding, which has been frozen for several years.

I pledge to protect and perpetuate the PGA Championship and Ryder Cup, which are the PGA’s most important financial resources. The PGA’s ability to deliver our member programs depends on the financial success of these two events. PGA Properties should reflect our ability to be recognized by the golf industry as the leaders in operation. We should be very careful about expanding our PGA brand as future opportunities arise. Let’s improve on what we do now!

Finally, in my opinion, it is important for PGA members and apprentices to meet and talk personally with PGA Officers. I am an advocate of a program which would allow an officer to visit 6-7 Sections each calendar year over a 6 year period. This would insure that every PGA member and apprentice would have the opportunity to meet every PGA Officer.

Summary: My goal when my tenure of leadership is finished is a simple one. Let’s continue to improve on what we do now … and whatever we do, let’s do it well.

We should never lose sight of the fact that the PGA is an Association made up of 26,000 men and women, different races and creeds. However, we all share the same goal and passion and that is to promote golf through our teaching, playing and business skills.

I look forward to listening to your ideas and working together to achieve our PGA goals!