WESTERN OFFICE 13267 Verano Garden Grove, California W ¡mi RECCED nro i \j 13 ' SEWERAGE ' SION WM. H. BENGEYFIELD Western Director Vol. 6 No. 6 • Western Twrffleft JEffersori 7-8385 er • November - December 1957 A RE Y OU G 0 0 D B O S S? From 60% to 707o of your operational budget is spent on labor. It is an inseparable part of maintaining the golf course. And it is your job, as Superintendent, to develop and hold a contented, loyal and efficient work force. Human relationships are involved. Good supervisors are constantly striving to improve their skills and techniques in handling people successfully. Are you getting the most out of your labor dollar? American industry has found that good labor management pays off. Large companies continually train and retrain their supervisors in this important field. The following thoughts and facts are time tested and have been used by successful employers for years. They have been abstracted from a Cornell Extension Bulletin 11 Are You A Good Boss?" by C. G. Bradt. YOUR WORKERS REFLECT YOU: Nowhere is there a force of wholly satisfactory workers. Each individual has certain abilities and shortcomings. Inexperienced handlers of labor, when confronted with an employee problem, may first think of "firing" the worker. This is the easy way, but usually the wrong way, to handle the situation. It costs money to hire and train new workers. "Firing" does not always help you do a better job. In general, the employer who has an excessive number of terminations is at fault, rather than the employees. Set a good example since everyone tends to imitate others. Your employees are influenced constantly by your example. Many times they are not conscious of this, but it is true just the same. What you are, your workers will become. Set a good example for them at all times. ACQUIRE THE ABILITY TO HANDLE PEOPLE: Some employers are much more skilled than others in gaining cooperation and enthusiasm from their workers. Such skill is not a mysterious gift, but is the direct result of knowledge and training. First, however, you must have a sincere desire to be a good boss . Look ahead and be prepared to answer your employee's questions. Be ready to interpret and explain your orders, rules and policies. Don't just say "there are the . Tell them why they are the rules. This may take a little more time, but to explain them pays dividends in better job relations, EMPLOYEES WANT TO KNOW: One of the main reasons why an employee's thinking often gets twisted is because he does not have all of the facts and comes to the wrong conclusion, wrong impression and wrong attitude. The less you hold back from your workers, the better you can defend your orders and policies. Tell why if possible. Get him to accept the change. — Always tell employees in advance of changes that may affect them; an important rule not to be overlooked. Impress each worker with the importance of his job and that he is a vital part in the proper function of the entire maintenance operation. An employee whose work is unnoticed comes to feel that his job is unimportant, and quickly his efficiency drops. If it is unimportant no the boss, it is certainly unimportant to the worker. Wise s perintendents, no matter how busy, find time to show an interest in their workers, even on the most minor jobs. GIVE PRAISE WHEN DUE: Don't be afraid to give praise. You pay cash wages in weekly or monthly checks. You pay mental wages by expressing appreciation for a job well done. Mental wages pay dividends. A word of encouragement is needed now and then just as one needs food. Employees will work just as hard for mental wages as for cash wages. Cash wages provide physical needs, but mental wages provide mental needs. When possible, praise in the presence of others. This impresses the employee receiving the praise with your sincerity and encourages others to merit your approval. Don't give your praise too freely. Save it for the unusual job. Adjust praise to the individual. A few egotistic individuals may nbe carried away", but an occasional pat on the back is all that is needed by most workers. An indirect and effective method of praise is to ask an employee for his ideas . This gives him a sense of importance and helps sustain his ego. You may learn something, too. HANDLE GRIEVANCES WITH SYMPATHY: When a worker comes to you with what may seem a small complaint or grievance, listen attentively to the entire story. Remember it is important to him. Don't cut him short. Sometimes just listening to the grievance may be all that is needed. If you fail to handle complaints and grievances, you may be heading for trouble. Remember, it's the little things that count. 3E A SQUARE SHOOTER: You cannot keep the respect of your employees unless you play fair and shoot square. Don't favor those whom you like. Let no man say that you have "friends" among your workers. Don't chisel in any way and give employees the benefit of the doubt. Be sure to treat everybody alike. Make a conscientious effort to understand and like those who "get on your nerves". BE A GOOD INSTRUCTOR: Haven't you heard many people say: "I've told that fellow a dozen times how to do that job, and still he doesn't know how". This shows that somebody has done a poor job of training. "Telling" is not instructing. Instructing is telling, plus showing, plus tryout performance and follow up. Let the worker do the job. Ydu ask him questions. Let him ask you questions. Before putting t he knows. USS EACH PERSON'S ABILITY: Part of your job as superintendent is to discover hidden talent. When a man shows he has abilities that will enable you to give him greater responsibilities and more important tasks, use them if you can. There is nothing more depressing to an employee than the feeling that his abilities are not being employed to best advantage. Look upon your workers as potential candidates for better jobs. Don't try to keep a good man down for fear of losing him. Encourage him to improve his abilities whenever possible. You will benefit. He will benefit. All this creates loyalty toward you; the quality that you want to foster in your workers. DON'T TAKE YOURSELF TOO SERIOUSLY: Don't confuse dignity with seriousness. Be cheerful and your whole crew will reflect your good nature. Do not ridicule or be sarcastic, or play practical jokes. One of the bitterest things an employee can say about a boss is that he is sarcastic. Good natured kidding is all right if you are sure the employee is taking it in the spirit it is given. But here again, you must know your man. Relax, don't be a stuffed shirt. IT ALL ADDS UP: Patience, tolerance, tact, and an honest desire to be a good boss will go a long way toward creating and maintaining good labor relations on your crew. This business of labor management is a big subject that cannot be fully explored in one Turfletter. But because it is an important subject for progressive superintendents, we plan to devote the last page of next year's Western Turfletters to additional information on effective labor management, taken from short courses given by American industry. DATES FOR EDUCATIONAL TURF CONFERENCES University of California, Davis, California, February 4, 5 and 6, 1958. "Soils, Fertility and Irrigation Practices for Turfmen". Dr. John Madison. National Turf Conference and Show, Shoreham Hotel, Washington, D.C., February 2nd through 7th, 1958. USGA Green Section Educational Program and Annual USGA Meeting. Drake Hotel, Chicago, Illinois, January 27 and 28. "How to Meet Rising Costs of Golf Course Maintenance". Mr. William C. Chapin, Green Section Chairman. k *k ic k k k k To find the caliber of a man's mind, give him authority. If he has a big mind, authority goes to his heart. If he has a little mind, authority goes only to his head. U. S. GOLF ASSOCIATION GREEN SECTION WESTEIN OFFICE 13267 Verano Garden Grove, California BULK RATE U.S. POSTAGE PAI D Los Angeles, Calif. Permit No. 19900 Mr. Charles Wilson, Argronomist Milwaukee Sewerage Commission Milwaukee lt Wisconsin