It seems that almost every sports field management crew – regardless of the sport or level of play – has one person who thinks they have all the answers.
“If administration would create one more full-time position and get one more 5-gang mower, we could really meet the needs and expectations for our facilities.”
We all know the feeling. We see the need; and for those of us responsible, those comments motivate us to do the homework to build a case to support the ask. We spend weeks, maybe months, advocating for what will make our operation better. We pitch it, justify it, and even rehearse the perfect conversation in our heads. And then, surprise, leadership says “yes.”
The hardest part isn’t getting the yes – it’s what you do next that defines whether the change truly succeeds. In reality, it’s often easier to fight for change than it is to live through it. Advocating for improvement puts you in control of the narrative. You’re energized and clear. But once the change arrives, the control shifts. Now, you’re in it. Now, you must adapt, implement, and lead through the unknown.
Change is the process of moving from what is familiar toward something new, different or improved.
What part of change makes you uncomfortable? Is it the loss of control, the pressure to deliver, or the uncertainty that comes with new people and processes?
I’ve been there. I was once brought into an organization as part of a significant change – hired because leadership saw the need to improve operations. On paper, the move made sense. But in practice it quickly became clear that although the leaders had asked for change, they weren’t fully prepared to lead it.
Communication came in small waves. Expectations were sporadically voiced but not clearly defined. The team was told the standard wasn’t being met, yet the structure and accountability to support that standard never fully emerged. And then came the moment that caught me off guard: the leader who initiated the entire shift said, “I don’t handle change well.” That level of honesty was unexpected – and to be candid, it said a lot.
Even experienced leaders can struggle with the emotional weight of change. We want progress, but we don’t always prepare ourselves to live inside it. Change means disruption. It means letting go of habits that feel safe, and adjusting to new systems that feel unfamiliar. The challenge isn’t just identifying what needs to improve, it’s leading people through the tension that comes with making it happen.
Passion for change doesn’t equal a plan for execution. It’s one thing to make the case for a new hire or a new mower. It’s another to design the first 30 days of onboarding, clarify expectations, adjust workflows, and communicate what success looks like. There is a great need for these to be communicated at the beginning or before the change takes place.
If changes were approved today, would you be ready? Could you outline a 30-day plan covering people, process, and accountability? If not, this is the time to shift from hoping to planning.
Sometimes we get so focused on getting the green light that we overlook what happens after it. Without a blueprint and leadership behind it, even a well-earned change can stall or, worse, be seen as a mistake.
Then there’s the other side – what happens when the change works better than you imagined? The new hire fits perfectly. The equipment boosts efficiency. Momentum builds. And now you’re facing a different kind of challenge – sustaining success. Because growth, especially the kind you want, still needs to be managed.
What’s your leadership plan when things go better than expected? Who helps you pace the success? Growth without direction can burn just as fast as it builds.
Asking for change doesn’t make you a leader. Leading through it does. It’s showing up after the approval. It’s guiding others while you learn. It’s acknowledging discomfort without letting it stop you.
Change will grow you; or it will show you. Often, both happen in similar situations.
Leadership in change isn’t about having all the answers. It’s about being honest, adaptable, and ready to adjust in real time. Don’t just fight for change. Get good at managing it.
Alpha Jones, CSFM, is athletic field specialist at Duke University. He also serves on the SFMA Board of Directors as President-Elect. He can be reached via email at morthangrass@gmail.com