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: https://read.dmtmag.com/i/266752
22 SportsTurf | March 2014 www.sportsturfonline.com Facility & Operations ing people's strengths and weaknesses; not everyone can do every- thing. Communicating about weaknesses can be a hard conversa- tion to have but it is necessary. At the major league level it can be difficult for people to improve on their weaknesses because we can't let it affect the finished product. We do our best to let people try new tasks when the team is on the road or during the off-season, the delicate balance is you also don't want someone who is very good at a particular task to feel like they are no longer needed for that task; that is why I am a big proponent of rotating tasks and ro- tating shifts to an extent. Yoder: If we find someone who is above average when it comes learning quick and being detailed-oriented we may be more in- clined to put them on edge work or mound maintenance. If we get an individual who is mechanically inclined and good with equip- ment we may use them in that area. When time permits we will take advantage of that to teach and lead by example what we are looking for in order to help offset a weakness. Burgess: I make sure I compliment their good work and help them find ways to better their weaknesses. We wind up hosting a lot of games and events so they get a chance to work on these weak- nesses throughout the season. Winter: Having raised three sons and coaching various sports at various ages for nearly two decades, I believe I have developed an eye for talent. I hire based on an individual's strengths, and wait for the weaknesses to arise. Once they are evident, I work to "coach" them through it either physically or emotionally. Barry: Before each game, we have a list of pre/post game duties for the guys working that night. We learn who does what duties best, and who needs work in certain areas. If someone is struggling in certain areas, we put them with someone who excels in it which benefits both individuals. SportsTurf: What do you find motivates most crew members? Yoder: The fact that if they want to thrive in this industry a good reference goes a long way and visa versa. They come in here and knock it down for us we will help them find a job. We also let them know that if they are just an average worker and we ever get a call asking about their performance here we give our honest opinion. Burgess: I take great pride in what I do and the product we put out on the field, and try to motivate by example. I make sure my crew knows they are a part of the product and if you take pride in what you do, you will see it. They develop the eye and the desire to make everything "perfect." Winter: I think that clear cut expectations, consistency in person- ality and management techniques, and the competition to have the best field possible, motivates my guys. I also outfit them with the best game day uniforms possible, do all their laundry, and "love on them" as much as possible. If they know they are cared for as a valu- able part of a team, they will perform. Barry: Motivation is easy to find early in the spring when the sea- son is just starting. As the grind of the season wears on, it can be difficult to keep the crew pushing through the heat of summer. Being appreciative to the crew for their work is a major key to suc- cess. Compliments on their work, constructive criticism, and a sim- ple thank you for their hard work goes a long way. If they are proud of the work they do, and look forward to improving it, the final product will be better. Deacon: I think different things motivate different people. We have a union grounds crew so we have some guys that are motivated simply by the paycheck and overtime, and we have guys that are motivated to move into a position like mine. When we hire now that is what we look for—people that are motivated to move for- ward and move up, they seem to do the best job. SportsTurf: How do you get everyone to work together? Burgess: It helps when all the crew knows the process we use to get through a game day, pregame prep, post game prep, sod proj- ects, etc. When the crew understands the processes, they run a lot smoother. Barry: Success on the field revolves around working together. One of the biggest keys to that is communication. Keeping the crew in- formed on the daily schedule, what needs to be done, and who is doing it helps things run smoothly. Communication increases effi- ciency. The more efficient your crew is, the less tensions rise, and the easier it is to work together. Deacon: We try and make everyone aware of what is going on and what we are trying to accomplish, this includes letting them know what events will be going on besides baseball. I don't think people like surprises, sometimes things come up and we adapt but I think the more everyone knows what is going on the easier it is to work to a common goal. Yoder: First of all we go out of our way to interview and double check references for all new hires to not only find out if they are going to be a good worker, but just as importantly a good people person that can adapt well and get along well with others. The only option for all crew members is to work well together. We let every- body know that if they don't mold well or fit into our existing oper- ation and the chemistry involved, that they won't last long. I value my crew and the long-term veterans and if they have a problem with someone, then I do too, and either [the problem] gets rectified