most important questions I had asked these individuals. They had never been asked either question before by anyone but it led to me having a team of individuals who took personal ownership of their behaviour and in particular their mistakes. An example of taking personal responsibility occurred following a period of exemplary conduct by all my team members when I was alerted to the fact that one of them had used a four letter swear-word (the one beginning with ‘f ’) to a group of customers at a meeting. In his view he had been provoked but other people from my team had witnessed the incident and, in notifying me of it, there was consistency in their stories that he had over-reacted in a working environment where people never used such language. When I was asked what I was going to do about the problem I was quick to point out that I did not like to talk behind people’s backs and that I needed to hear the alleged offender’s side of the story.


Now this individual was the one who said he could take any correction or reprimand straight ‘on the chin’ so I gave it to him straight. I met him privately, face to face, and pointed out that, although this was a first offence, it was a grave one because we would almost certainly lose substantial business from this customer which in financial terms could run to 20% of our income in the short term. Because of his level of remorse I issued only an informal reprimand. He volunteered to apologise in person but that I would need to be present to indicate how important the customer was to our organisation. This duly happened and we got back on speaking terms with the customer. We then reviewed what had been done. His feedback to me was that he would like to review the ‘on the chin’ method of dealing with poor performance and that he would welcome more support at other times as well. From this moment on this individual’s career went from strength to strength. His work over the next few years received many commendations and his skills were mentioned by people at the highest level in the organisation. He later went on to have a successful career as a freelance consultant.


4:ANTICIPATE PROBLEMS


It is also vital, as far as possible, to anticipate discipline problems so that they can either be prevented altogether, or at least dealt with effectively when they occur. The latter is easier to do and with either we can involve everyone in the anticipation process. Anticipation is relatively straightforward with the most common discipline problems because most teams or organisations have a history, almost a tradition, of repetitive discipline problems. For example, most


EACH issue we catch up with a leading turfgrass professional and ask him or her what’s going on in ...


READERS


organisations are likely to have occasional (or regular) punctuality problems with younger staff failing to meet early start times. We can anticipate and reduce the problem by checking out their preparedness and their tardiness potential in depth at the recruitment interview and then again at the induction interview. The organisation’s policies on punctuality (fines, early disciplinary action etc.) can also be outlined (and made discussable) at the induction interview. The same approach will work if your organisation has a history of one or more people taking more sick days off than is the industry norm. We can anticipate and reduce the problem by checking out their previous absences at their school or college or with past employers. Their ability to meet our


expectations can be probed in depth at the recruitment interview and promises should be sought and made in a business-like and professional manner. Their working hours, other terms and conditions, and the organisation’s policies on absenteeism (follow through, the involvement of health professionals, rewards or early


disciplinary action etc) can also be outlined at the induction interview. So, until part two of this piece when we move from ‘preventing’ to ‘taking corrective action’ at work, good luck with your disciplinary problems and remember to make time to anticipate problems and be fully prepared with an up- to-date disciplinary code.


Trainer and Conference Speaker Frank Newberry has been invited to include ‘Discipline at Work’ on the next course he runs for Pitchcare later in the year. Dates and venues will be announced shortly. In the meantime you can contact Frank through Pitchcare or via his personal website www.franknewberry.com


Who Are you? Clive Nottingham MD of Lloyds & Co Letchworth


Status? Single


How long have you been working for Lloyds? I have been with the company for 30 years and was appointed MD in 1999. The company is one of the oldest mower manufacturers in the UK and has been producing mowers since 1878. In 2007 we celebrate the 50th year of the production of the Leda gang mowers.


What changes have you seen in the industry in recent years? It has definitely become more competitive with many other mower manufacturers competing for business. To survive companies have to be dynamic and prepared to diversify to meet customers needs.


It is important to retain a good solid customer base. This will only be achieved if you have a quality product and quality after sales service. There is a lot of mileage in the saying ‘you get what you pay for’.


And, by the same token, you also have to listen to the customers needs and be prepared to develop and produce new products to meet the demands of the ever changing turf grass industry.


The market place has altered, the world seems to be getting smaller. Many British Groundsmen and Greenkeepers are now working abroad, which helps as they tend to take with them their favoured choice of machinery. Many British firms now see a greater marketing opportunity in Europe in the coming years.


What do you enjoy about your job? Meeting so many interesting people, and the challenge of meeting the diverse needs of Groundsmen and Greenkeepers.


Hobbies and interests? Days off are very few, however, I do like going to the theatre, cinema and


Lives


travelling. The travelling generally comes with my job, I particularly enjoy going to the States, such a great country to visit, with so much of interest, even in one state.


Favourite music? I enjoy listening to all types of music, with blues and rock music being my preferred style. In fact I am going to Twickenham to see the Eagles in the summer.


My favourite female singer is Linda Ronstad


Favourite Comedians? I enjoy watching Peter Kay and Jasper Carrot.


Favourite TV programmes? Factual drama and watching sport.


Favourite film? I enjoy any good film and recently attended the premier of the Da Vinci Code


Memorable sporting event? My job enables me to see plenty of live sport; I regularly turn up at Twickenham, Lord's and various other football and cricket grounds on my travels. However, for me the one sporting moment I will cherish was to witness Steven Hendry's maximum 147 break at the World Snooker


Championships at the Crucible in Sheffield. The atmosphere was electric, a truly great sporting moment for me.


What car do you drive? I currently drive a Ford Galaxy, its serves me well and provides a comfortable ride.


What challenges do you face in the coming years? Setting up dealerships that can serve our needs in the ever growing European markets. Facing the ever-increasing needs to meet environmental targets. Reducing waste and recycling will be high on the agenda in the coming years along with the on going H&S legislation regarding noise and pollution.


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