SportsTurf provides current, practical and technical content on issues relevant to sports turf managers, including facilities managers. Most readers are athletic field managers from the professional level through parks and recreation, universities.
Issue link: http://read.dmtmag.com/i/575944
issues and attitudes takes a great deal of communication, coaching, documen- tation, consistently applied goals and consequences, and above all, PATIENCE. It may take a bit of time, but we have the ability to create an effective plan of action and take the necessary steps to create an efficient and productive department. Remember, failure to plan is a plan to failure. Your goal is to have each employee become a positive, productive employee that helps your department not only meet organizational expectations, but to exceed them. Having the assistance and support of your staff will definitely help you hit the ground running and make your transition to a new job much faster, and it's certainly a lot easier than the paperwork and/or potential legal action if you end up having to clean house. So let's start by focusing on positive steps you can take immediately to help you get going in the right direction. START WITH A CLEAN SLATE In your very first departmental meet- ing, it's important to convey that this is the opportunity for everyone to redefine themselves, their jobs and even the department in whatever terms they choose. Through their actions, they can define themselves as the positive team player, the invested co-worker, their position as expanding/taking on new roles, and the department known for going above and beyond. The slate with you is clean and whatever they want to show you is up to them. You would hope they would extend the same "clean slate" concept to you as well. Give them the, "Get to know me before you decide to hate me," speech. But let them know upfront what you desire for the depart- mental reputation to be, and how you would like them to be a positive reflec- tion of this area. DEFINE SUCCESS It's important to define not only your own management philosophy, but also the general expectations you have for your department and what you consider to be "successful." This could include your thoughts on the importance of working together and being respect- ful of each other, expectations of time management, how you want staff to notify you directly when will be absent, etc. Whatever items are important to you need to be clearly stated; it is too ambiguous to assume everyone knows professional behavior. If your staff isn't informed on your definition of success, how can they possibly succeed? ASK FOR INPUT Unless an employee feels management is invested in them it's hard for the employee to feel invested in their jobs. This is where it's important to get to know and to individually establish rap- port with them that cannot happen in a group setting, cannot happen in one meeting, and cannot happen without taking the time and effort necessary to let the employee know you truly want them to succeed in their jobs. Approach employees individually to ask what is the best time of day for them to meet with you. Also, arrange to meet with them somewhere besides your office (where you sit in your chair on one side and them on the other). Ask if there's an area they worked on that they are proud of (a garden/landscape area, a specific field), or an area for which they have some positive ideas for change. Give them a chance to prepare for the meeting; let them know some of the basic questions you will be asking to help eliminate some of that initial apprehen- sion, and certainly any meeting when both parties come prepared results in a more effective meeting. Example ques- tions can include: How did you come to select this career? Why did you join this company? What are some of the things this department does well? Where does it need to improve? www.stma.org October 2015 | SportsTurf 23