www.stma.org January 2015 | SportsTurf 47
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SportsTurf Magazine ADVERTISERS' INDEX
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January 2015
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January 2015 - Expires August 2015 - RS1501
AerWay 39 www.aerwayturf.com
Aquatrols 5 www.aquatrols.com
Barenbrug USA 52 www.barusa.com
Beacon Athletics 29 www.beaconathletics.com
Beam Clay 48 www.beamclay.com
Campey Imants 41 www.campeyimants.com
CoverSports USA 15 www.coversports.com
Diamond Pro 11 www.diamondpro.com
Eco Chemical 42 www.eco-templine.com
Ecolawn 48 www.ecolawnapplicator.com
GreensGroomer 2-3 www.greensgroomer.com
Grigg Brothers 43 www.griggbros.com
Hunter Industries 17 www.hunterindustries.com
Hydraway Drainage Systems 31 www.hydraway.net
John Deere 33 www.johndeere.com
Johnston Seed 26-27 www.johnstonseed.com
Kochek 48 www.kochek.com
Kubota Tractor 50-51 www.kubota.com
MAC Athletics 48
Nordic Plow 38 www.nordicplow.com
Penn State World Campus 24 worldcampus.psu.edu/stma
Pioneer Athletics 13 www.pioneerathletics.com/ST15
Profile Products 36 www.turface.com
Redexim North America, NA 23 www.redexim.com
SAFE Foundation 37 www.safefields.org
SportsTurf Managers Association 35 www.stma.org
Stabilizer Solutions 32 www.stabilizersolutions.com
STEC Equipment, Inc. 21 www.stecequipment.com
The Toro Company 25 www.toro.com
Tifsport 9 www.tifsport.com
Turf-Tec 48 www.turf-tec.com
Turf Time Equipment 12 www.TurfTimeEq.com
West Coast Turf 19 www.westcoastturf.com
World Class Athletic Surfaces 34 www.worldclasspaints.com
1 What is your company's primary business? (check ONLY ONE)
F
q Sports Complex G q Athletic Field and/or Park Architect/Designer
T
q School, College or University P q Park
H
q Other (please specify) _________________________________________________
2 Which of the following best describes your title? (check ONLY ONE)
A
q EXECUTIVE/ADMINISTRATOR — President, Owner, Partner, Director,
General Manager, Chairman of the Board, Purchasing Agent, Athletic Director
B
q MANAGER/SUPERINTENDENT — Superintendent, Landscape/Ground
Maintenance Manager, Foreman, Supervisor
C
q GOVERNMENT OFFICIAL — Government Commissioner, Agent, Other
Government Official
D
q SPECIALIST — Architect, Designer, Consultant, Agronomist, Horticulturist,
Certified Specialist
F
q COACH
E
q Other (please specify)_________________________________________________
3 Do you have the authority to buy, specify or recommend products and/or
services for your business or organization? Y
q Yes N q No
4 Yearly operating expenditures (excluding salaries)
F
q Over $1 million C q $50,001 - $100,000
E
q $500,001 - $1 million B q $25,001 - $50,000
D
q $100,001 - $500,000 A q $25,000 and under
5 Please also send a free subscription to the following people at the
same location
Name _____________________________________Title__________________________
Name _____________________________________Title__________________________
at work. For a few, the motivation is simply a paycheck. Working
just for a paycheck is not a trait we desire in an employee since it's
a given this person will at some point become convinced they're
underpaid. When that happens, the next step is that employee's
thinking, "I'm going to only do as much work as I think is equal
to my paycheck." When you've exhausted all efforts to get an
employee to buy in to the department vision and to accept
their role in that vision—and you've met resistance with every
attempt—it's time to start down the dreaded path of discipline.
Many of us work in union shops. I'm a proponent of unions,
what they stand for, and how they are beneficial both to employees
and the workplace. This environment has helped me become a bet-
ter manager. I'm also aware of how a few employees can choose to
take advantage of the structure. Playing strictly by the rules set by
your employer and going through the process of disciplining any
employee is stressful. You must be aware that you may be dragged
down that road mainly because the employee is banking on the
belief you'll choose to put up with poor performance rather than
accept the stress of dealing with it. Be fair and supportive, be con-
sistent but also know your job is to advocate for those on your team
working hard to help the department's vision become reality. Your
workplace team is watching how you respond to challenges from
fellow workers. Disgruntled or underachieving employees are para-
sitic and will negatively affect your team's morale and performance.
I got into turf management somewhat because I enjoyed the
solitude of the job. It's much easier dealing with turf than it is deal-
ing with people! If you do not have strong people skills, facilities
management might not be for you.
Lastly, trust your employees. Be transparent with them and
learn to rely not only on their physical work but on their expertise
and professionalism. To many people they cross paths with each
day your staff may be the face of your department. Help staff in any
way you can to be proud of the work they do and the role they play
on your team. To steal a line from one of STMA's giants, remember:
"Happy cows give good milk." ■
ST
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