The Topgolf Snowstorm Story, and What High Performing Teams Teach Us About Turning Disruption Into Momentum

A winter storm hits. Ice builds up. A massive net at a Topgolf location collapses, forcing the venue to shut down and putting operations at risk. Most organizations would default to one of two options: quietly fix the issue in private, or publish a generic statement and hope the story disappears.

Topgolf did something different. And that difference is a masterclass in leadership.

In late December 2025, heavy ice and winter weather damaged the 150 foot netting at Topgolf in Auburn Hills, Michigan, resulting in a widely shared clip across social media (FOX 2 Detroit, 2025).

The video gained traction quickly, with millions watching the surreal moment the net came down. The incident could have easily become a reputational headache.

Instead, it became a leadership moment.

One Comment Became a Public Deadline

Among the millions of viewers was Logan Phillips, a 23 year old construction worker, who jokingly commented under the viral TikTok:

“They better have that fixed by January 9th. My work Christmas party is there.”

His comment went viral too, earning more than 300,000 likes, and suddenly the internet had a mission: make sure Logan’s party still happens (Burbach, 2026; People, 2026).

This is where leadership begins to show itself.

Not in the storm.

Not in the collapse.

But in what happens next.

What Topgolf Did, and Why It Matters

1) They Did Not Deflect

Topgolf acknowledged the moment instead of pretending it wasn’t happening. They engaged directly with the public narrative rather than hiding behind PR language. That matters because today’s stakeholders don’t just evaluate a company’s product. They evaluate its response, accountability, and humanity in real time.

In leadership terms: they demonstrated ownership.

2) They Built in Public

Topgolf didn’t simply repair the nets. They documented the work, showing crews on cranes actively rebuilding the structure and posting progress updates. This became a live demonstration of urgency and follow through (People, 2026).

Then, on January 3, 2026, Topgolf posted the follow up: the netting was repaired. The workers held a sign that read: “4 LOGAN.”

This was not performative. This was proof.

The work happened.

The team delivered.

The venue reopened in time.

3) They Turned Recovery Into Culture

This is what most leaders miss. The real win wasn’t the repair.

The win was what the repair represented:

• teamwork under pressure

• speed with standards

• customer trust restored

• employees celebrated a “problem” transformed into community energy

Topgolf effectively turned disruption into a viral case study of responsiveness and team pride, which business leadership outlets quickly highlighted as a lesson in modern engagement (Burbach, 2026).

The Leadership Lesson: Transparency Builds Trust Faster Than Perfection

Many organizations believe leadership means never letting people see what breaks.

But the truth is: strong leadership is not the absence of disruption. It’s what you do when disruption shows up.

By responding quickly and visibly, Topgolf restored confidence. And confidence is a leadership currency.

Because customers don’t just want a service.

They want certainty.

They want reliability.

They want to know: if something goes wrong, will you show up?

That is why transparency matters. It makes trust measurable.

This Was a Team Victory, Not a Hero Story

Great leadership is not one person saving the day. It is alignment.

This story required:

• operations leadership to mobilize repairs

• technicians and crews to execute quickly and safely

• managers to coordinate closures and reopening timelines

• social and communications teams to engage the public in a human way

• staff readiness to resume service as soon as operations returned

That is what high functioning organizations do. They move as one.

And when teams move as one, even a collapse becomes a comeback.

Turning Something Negative Into Something Powerful

The snowstorm damage wasn’t planned. The collapse wasn’t convenient. The closure could have cost revenue, goodwill, and momentum.

But Topgolf turned the moment into something rare in business:

A public example of how organizations should respond when reality interrupts the plan.

This is leadership: taking what could have been embarrassing and making it unifying.

Not through spin.

Through action.

Leadership is not measured by what you say when things go well. Leadership is measured by what you mobilize when something breaks. The best teams do not waste time blaming the storm. They rebuild, communicate, and deliver. And when people come together with clarity and urgency, the result is more than repair. The result is trust.

Topgolf didn’t just fix netting.

They demonstrated culture.

And culture is the real infrastructure.

Excellent job Topgolf!