Pete Bevacqua, CEO, PGA of America | oGoLead Leadership Podcast #44

Pete Bevacqua is the CEO of PGA of America. He guides the business and overall strategy of one of the world’s largest sports organizations, serving the Association’s nearly 29,000 PGA Professionals. Under his leadership, the PGA has designed and implemented a long-term strategic plan that is focused on the Association’s mission to serve the PGA Member and grow the game. The plan outlines the PGA’s strategic vision and eight core Member-focused and business-related initiatives. It also defines the PGA’s constant pursuit of excellence and commitment to innovation and collaboration, the teamwork and talent exhibited in its culture, and a devotion to diversity and inclusion throughout the Association.

NOTE: Shortly after the recording of this podcast, Pete Bevacqua assumed the position of President of NBC Sports Group. Congratulations Pete!

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This great resource will help you along the way, during or after you listen to the podcast. Not only will you get to know our guest, you will be asked tough questions to really spearhead your journey to becoming a better leader! And look below for more insights and clips!!

Shareable Insights

From Podcast Action Journal
Pete recalls a difficult situation when he had to terminate the President of the PGA because of his unsavory comments on social media.
Pete recognizes the responsibility involved in being a leader. When you lead an organization, you are representing a group of people. You must be careful with everything you say because your voice matters.
(32:28-34:31)

Have you ever said something and later wished you could take it back?
In what ways do you use your voice to represent those you lead?

Pete tries to create a culture of innovation and collaboration with his team. As a leader, he wants people to perceive him as approachable, which is why he has an open door policy.
He doesn’t pressure people to be perfect all the time. “If we aren’t making some mistakes, we are playing it too safe,” Pete says. That’s why he pushes the organization to the point of being almost uncomfortable.
(37:21-39:17)

How do you want your team members to perceive you?
Why should organizations avoid becoming too comfortable?

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