January/February 2008 - Powered By The Paginator

January/February 2008
VOL. 25/NO. 1

Official Journal of the Florida Turfgrass Association
table of contents
January/February 2008
VOL. 25/NO. 1
Cover Story
How to Overcome Challenges
in the Multicultural Workplace
10
Management Skills
Is Worker’s Compensation
the Answer to Your
Sick Time Ills
16
Focus on the Future
Meet Tomorrow’s Turfgrass
Leaders Today
20
More Features
Business Matters
How to Become a Level 5 Manager ...................................................................... 22
News from the FTGA
FTGA Unveils Updated Interactive Web Site ...................................................... 26
Departments
President’s Message ...................................................................................................... 6
From the Executive Director ........................................................................................ 8
Welcome New FTGA Members .................................................................................... 9
Index of Advertisers .................................................................................................. 30
EDITOR-IN-CHIEF Darren J. Davis
PUBLISHER Leading Edge Communications
MANAGING EDITOR MJ Plaster
www.ftga.org
The Florida Turfgrass Association (FTGA)
serves its members in the industry through
education, promotion and representation.
The statements and opinions expressed
herein are those of the individual authors
and do not necessarily represent the views
of the association, its staff, or its board of
directors, Florida Turf Digest, or its editors.
Likewise, the appearance of advertisers, or
FTGA members, does not constitute an
endorsement of the products or services
featured in this, past or subsequent issues of
this bimonthly publication. Copyright ©2008
by the FTGA. Florida Turf Digest, is published
bimonthly. Subscriptions are complimentary
to FTGA members. POSTMASTER: Send
change of address notification to FTGA, 37
North Orange Avenue, Suite 755, Orlando, FL
32801. Postage guaranteed. Presorted standard
postage is paid at Franklin, TN. Printed in the
U.S.A. Reprints and Submissions: Florida Turf
Digest, allows reprinting of material published
here. Permission requests should be directed to
the FTGA. We are not responsible for unsolicited
freelance manuscripts and photographs.
Contact the managing editor for contribution
information. Advertising: For display and
classified advertising rates and insertions, please
contact Leading Edge Communications, LLC,
206 Bridge Street, Franklin, TN 37064,
(615) 790-3718, Fax (615) 794-4524.
Cover photo courtesy of Darren J. Davis.
4 florida turf digest • january/february 2008

President’s Message
A Piece of the
Perpetual “Duich Pie”
By Darren J. Davis, FTGA President
W
ith the hectic pace of our world, the days tend
to merge, and the small details fade from
our recollection. However, I vividly recall
my induction into this terrific profession
as if it were yesterday. It was an early September morning
in 1989, and after a lengthy application and acceptance
process and a subsequent year of nail biting eagerness,
one of the most anticipated days of my life finally arrived
— my first day of classes in the two-year certificate program
in golf course turfgrass management at The Pennsylvania
State University. However, what I and the other 30 eager
turf students did not anticipate, and to be honest were
shocked by, was our first lecture.
It was no accident that the first class meeting of the program
was taught by Dr. Joseph Duich, the famed turfgrass professor,
who brought the Penn State turf program to international
prominence. Regardless of where we had trained, each student
in attendance that day was well aware that the person addressing
us helped develop Penncross bentgrass in 1954, and later
released Penneagle (1978) and Pennlinks (1986) bentgrasses,
all of which are found in abundance around the world. In
all of our minds, Dr. Duich was a “turf-god” and most of us
had traveled a great distance to be enlightened and educated
in his forte, turfgrass.
In that first day, after a brief introduction, we all watched
in slight bewilderment as Dr. Duich turned his back to the
class and drew a large circle on the chalk board. He remarked,
“Think of this circle as a pie.” He then extracted a small slice
of the “pie” by drawing a triangle adjacent to the circle. In the
triangle, he wrote the word “turf.” Then on the remaining
90 percent of the circle, he wrote the word “people.” He
turned to face the class, paused for effect and proceeded
to tell us, “Most of you are sitting out there expected me to
provide you with the agronomic knowledge to manage a
world class golf course.” He continued, “Unfortunately what
you will learn about turfgrass over the next two years will
only account for a small fraction, maybe 10 percent of what
your eventual job description will entail.” Again, after a
noticeable pause and a gaze at the blank stares he was
receiving, he concluded with, “Just like you, many of your
predecessors sat in those chairs with the same look on their
face; however, trust me when I tell you that each of you will call
me within five years and tell me how accurate my statement is.”
I have told the story of the “Duich Pie” countless times,
and it is a true story. True to his assertion, I was one of those
individuals who later called this wise man that I am blessed
to call a friend and told him how right he was that day. For
the record, it took me less than two years to make that
phone call! It is rare that I encounter a manager in our
profession that disagrees with the Duich Pie Theory.
Regardless of the type or location of the turfgrass we are
responsible for maintaining, as turfgrass managers, a major
component of our success rests on our ability to hire, train,
lead, motivate, inspire and encourage our staff. Unfortunately,
as illustrated in the above story, people management is not
something that can be taught easily or learned in a short
period of time. To add further complication, most would
conclude that people management is both an art and a
science. Part of the art is making people more effective than they
would have been without you. The science is in how you accomplish
that task.
The science or the mechanics of people management
varies. Personally, when I am asked for guidance or advice,
I relate a lesson learned at a seminar I attended 15 years ago.
The take-home message from that seminar is one with
which I still concur and have attempted to instill in others.
The entire seminar centered on managing people with the
premise of keeping four main concepts in the forefront of
your actions. The four concepts are fair, firm, consistent and
documentation. I have found that while people management
is very much an art, and I continue to hone my skills daily,
when I have managed people in a fair, firm and consistent
manner and documented things when necessary, I have
been successful.
I relay the preceding story and thoughts to you for two
reasons. First, because I believe passionately in the lesson
taught to me close to 20 years ago by Dr. Duich. Second,
because as you will see in this issue of the Florida Turf Digest,
we have chosen to concentrate on the theme: the business
of people management. ❂
6 florida turf digest • january/february 2008

Florida Turf Digest is the
official publication of the
Florida Turfgrass Association
37 North Orange Avenue
Suite 755
Orlando, FL 32801
(800) 882-6721
Fax: (407) 843-3285
E-mail: info@ftga.org
www.ftga.org
Published by
Leading Edge Communications
206 Bridge Street
Franklin, TN 37064
(615) 790-3718
Fax: (615) 794-4524
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communications.com
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FTGA Executive Director
Casey Wohl Pace
E-mail: casey@ftga.org
FTGA Marketing & Events Coordinator
Heather Russo
E-mail: heather@ftga.org
FTGA EXECUTIVE COMMITTEE
President
Darren J. Davis
Olde Florida Golf Club
(239) 353-4441
darrenjdavis@aol.com
Vice President
Todd J. Himelberger
DuPont Professional Products
(941) 685-6793
todd.j.himelberger@usa.dupont.com
Secretary/Treasurer
Gregory A. Pheneger
John’s Island Club
(772) 231-1700
gregp@johnsislandclub.org
Immediate Past President
Jay H. McCord
GreenTechnologies, LLC
(904) 502-4695
jaymccord07@aol.com

From the Executive Director
Commissioner of Agriculture
CHARLES H. BRONSON
Addresses Critical Turfgrass Issues
By Casey Wohl Pace, FTGA Executive Director
On
September 14, Florida Commissioner of Agriculture,
Charles H. Bronson, provided closing
remarks at the 55th Annual Florida Turfgrass
Association Conference & Show at the Hyatt
Regency Coconut Point Resort & Spa in Bonita Springs.
Bronson spoke on the Trade Show floor and discussed issues
critical to the Florida turfgrass industry, such as the Florida Consumer
Fertilizer Task Force, water, labor and pests and diseases.
We were delighted to have Commissioner Bronson attend the
FTGA Conference & Show this year. With turfgrass's increasing
prominence as a key Florida agricultural crop, it's very important
for FTGA members to be informed and educated on statewide
issues from Florida's top agricultural official.
In an effort to continue that dialogue and share the Commissioner’s
views with Florida Turf Digest readers, I was able to
ask the Commissioner the following questions in October.
Below are his responses regarding important issues the turfgrass
industry faces, as well as the future outlook.
Q:
What is the biggest issue facing the Florida turfgrass
industry today
The turfgrass industry, like the rest of Florida’s $97 billiona-year
agriculture industry, is facing a number of pressing
A:
issues. They include pest and disease problems that threaten virtually
everything that we grow, pesticide and fertilizer use, and the availability
of water. None of those issues is insurmountable, and I’m confident
that the industry will meet those challenges and prosper.
Q:
What do you see as an outcome of the Florida Fertilizer
Consumer Task Force
In my judgment, I think that we’ll likely see the adoption of Best
A: Management Practices (BMPs) governing the use of fertilizers
near water bodies. I believe that it will be critical that all turfgrass industry
professionals comply with the standards adopted to demonstrate the
industry’s responsiveness to helping protect the environment.
Q:
How will water issues impact Florida turfgrass in
the future
To some extent, it will depend on the length and severity of the
A: current drought conditions we find ourselves in. While we’ve
seen decent amounts of rainfalls in most regions of Florida during the
summer, we’re still below normal levels for the year in many, if not
most, parts of the state.
Under any circumstances, I think there will be increasing competition
for water between agribusiness and residents — even between businesses
and agriculturalists growing different crops or commodities. I believe we
will have to enhance conservation efforts and devise better methods of
storing rainwater.
Q:
What can the industry expect with regards to
available labor
Because of the rancor and politics that have arisen over
A: immigration reform, this has become a very difficult issue
— and one that Florida cannot solve on its own. A solution, whether
in the form of comprehensive immigration reform or even an Ag Jobs
bill, unfortunately, has been delayed. We have and will continue to
press Congress and the Administration for a rational policy that
would assure the availability of an adequate work force. In the
meantime, Florida could sustain significant economic losses in the
turfgrass industry, dairy industry, fruit and vegetable industry
and nurseries.
Q:
Where do you see the Florida turfgrass industry
in 10 years
I believe the industry’s future is bright. Florida continues
A: to be at or near the very top in terms of attracting new
residents, and these newcomers need lawns, golf courses and other
recreational areas. I would add that as farm acreage contracts with
the continuing urbanization of Florida, not only the new homes but
the office parks, commercial developments and recreational areas that
are coming will all need plenty of green grass. In fact, there are few,
if any, sectors of our agricultural industry that are better positioned
for the future than yours. ❂
8 florida turf digest • january/february 2008

Welcome New FTGA Members!
Adam Varney
Aerification Plus/Almar
Brian Bretz
UAP Professional Products
Clark Smith
JC Farm LLC
Daniel Bott
UAP Professional Products
Dave Peterson
Diligent Lawn & Pest Control, Inc.
Ivana Montague
Diligent Lawn & Pest Control, Inc.
Jason Narwold
Wyndemere Country Club
Michael Handlin
City of Orlando
Nick Czerkies
Walt Disney World
Paul Lopez
Florida Institute of Technology
Phillip Hisey
On Top of the World
Richard Hyatt
Manatee County
Ryan McKuhen
Jupiter Island Club
Salvatore Yanello
Hometown Pest Control, Inc.
Sean M. McNerney
City of Coconut Creek
Steven Rodriguez
The Preserve Golf Club @ Tara
Tiffany Bispham
Bayside Sod, Inc.
Timothy L. Cornell
City of Orlando
William A. Dabney
International Golf Maintenance, Inc.
William E. Hatfield
Bill Hatfield Enterprises
William Lambert
Manatee County
To renew your FTGA membership or invite
someone to join the FTGA online or download
the Membership Application, go to
http://www.ftga.org and click Membership.
FTGA Directors
Jan Bel Jan
Fazio Golf Course Designers, Inc.
(561) 746-4539
j19bel@aol.com
Robert Bittner, CGCS
The Club at Pelican Bay
(239) 597-2244
bobcpb@aol.com
Lee Bloomcamp
Syngenta Professional Products
(352) 495-3405
lee.bloomcamp@syngenta.com
Charlie Campbell
(813) 969-4462
campgolf3@verizon.net
Armando Campos
Liquid Ag Systems
(407) 682-6100
acampos@dfcinc.net
Mac C. Carraway
SMR Farms
(941) 708-0342
mac.carraway@smrfarms.com
David Dymond
H & H Sod Company, Inc.
(407) 892-2024
dave@hhsod.com
William T. Hiers, CGCS
The Old Collier Golf Club
(239) 593-8522
thiers@theoldcolliergc.com
John Mascaro
Turf-Tec International
(850) 580-4026
john@turf-tec.com
Jon McDowell
FMC Corporation
(863) 709-1533
jon_mcdowell@fmc.com
Mickey Nolen
Nozzle Nolen, Inc.
mlmd1760@aol.com
(561) 844-3544
Steve Pruitt
City of Winter Haven
(863) 291-5745
spruitt@mywinterhaven.com
Matthew R. Taylor, CGCS
Royal Poincianna Golf Club
(239) 261-4987
matt@rpgolfclub2.com
Bruce Weeks
Wesco Turf, Inc.
(941) 377-6777
bruce.weeks@wescoturf.com
Stacie Zinn
Environmental Turf
(239) 774-1293
stacie@environmentalturf.com
florida turfgrass association • www.ftga.org
9

Cover Story
10 florida turf digest • january/february 2008

OVERCOMING
CHALLENGES
in Working with a Multicultural Staff
By Mariale Uria, CCM, CultureLinks Consulting, LLC
The
U.S. Census Bureau estimates that
in the state of Florida, 19.8 percent
of the population is of Hispanic
origin. This number is about five percent higher than
the national average. Correspondingly, we see more
immigrants in our workforce, particularly in clubs, golf
courses and other service-related industries. Hispanic
workers are currently concentrated in the central and
southern parts of the state, yet more and more we see
them scattering into communities that had not seen
this type of cultural diversity before.
In working in clubs and with golf course superintendents,
I have found that certain practices, when
implemented effectively, assist department heads in
overcoming challenges that they experience when
hiring and working with a multicultural staff. The
lessons learned, however, apply universally to
workplaces employing multicultural staffs and
especially to workplaces in the turfgrass industry.
We should start by looking at some points to keep
in mind when working with any culturally diverse staff,
regardless of origin:
• Not all cultures and people assimilate into the
American workforce in the same way or at the
same pace.
• For most, English is their second language.
And, learning a second language, particularly
as an adult, is not an easy task.
• In reference to Hispanics, remember that
“Hispanic” is not a race, but a culture, and
within this culture, we find a very diverse
group. For example, don’t assume that all of
your Hispanic employees come from Mexico.
• With any predominant culture in your workforce,
get to know a little bit about them. The more you
understand their unique beliefs and values, the
easier it will be to manage them.
Hiring and managing a multicultural staff
In a perfect world, all who choose to immigrate to
America would enroll in English as a second language
class. Immigrants would choose to assimilate into
American society, both socially and economically. In
this perfect world, your company would not have to
adapt to other cultures; instead, those cultures would
adapt to you. However, in today’s workplace, the reality
is not what is envisioned in that perfect world, rather it
is a place in which different cultures must learn how to
work together — as a consolidated unit. The cultural
differences might be great and varied, but the end
result must be a united, cohesive product.
Following are some suggestions on the employee
process for any organization when hiring and
managing a culturally diverse staff. Using Hispanics
as the example, these practices could apply to any
dominant culture within your geographical area.
• During the hiring process, present job descriptions
and company expectations written in proper
Spanish. Consider using an interpreter if you
are hiring for positions in which workers are
not required to have good English skills.
• If you do not have an employee orientation
process, consider putting one in place. This is
very effective in helping all employees familiarize
themselves with your company, its history, company
philosophy, and overall goals and objectives.
florida turfgrass association • www.ftga.org
11

Cover Story
Through this process, you will also be able to set the
teamwork expectations for your organization.
• Should you not have a bilingual HR person in your organization,
place a bilingual assistant, supervisor or administrative staff
member in those departments where you have a concentration
of Hispanic employees.
• If the workforce within your company has a significant number
of little or non-English speaking employees, translate your
employee forms and other necessary company documents
into Spanish or other predominant language.
• Refrain from using same-level co-workers or peers as
interpreters during employee counseling sessions.
Hire an interpreter if necessary, or ask a neighbor company
with a bilingual HR or administrative staff member for assistance,
instead. This could save you potential legal headaches.
• Create a dialogue with your multicultural staff. By doing
this, you will also educate your staff on the management and
communication practices that work best in your organization.
Hispanics generally come from societies where authority
is not really questioned; therefore, they may refrain from
telling you about faulty equipment or injuries, etc. To
avoid this, use meetings and other venues to give them the
opportunity to give suggestions and feedback. The front line
people generally have first-hand knowledge of the challenges
in their departments. Use your interpreters to maximize and
encourage two-way communication. This alone, will create
good faith among your Hispanic workers.
• Reduce the language barrier. Invest in Vocational English as a
Second Language (VESL) classes for your staff. In addition,
consider Spanish classes for your managers. Learning basic
Spanish, specific to the work setting, could result in communicating
essential safety practices, job expectations and procedures.
• In reference to clubs, promote “club acculturization.” Most
clubs base their foundation on the fact that they are familyoriented
environments with high standards to ensure their
members’ needs are met. Hispanics have strong views on the
importance of family; and, regardless of differences in culture,
Hispanics can relate to the values of family. Use this correlation
in your training programs, employee programs and communication
of the club’s goals and mission to help your Hispanic
employees understand the importance of living their club’s
culture through their work performance.
Finally, there are some possible misconceptions regarding
the Hispanic employee that I believe are important to note. First,
though there are distinct differences among the Hispanic culture
(for example, Mexican vs. Puerto Rican vs. Cuban, etc.), the notion
that they cannot work together is one based on personalities more
than on cultural differences. Second, though it is true that
12 florida turf digest • january/february 2008

the immigrant workers’ main objective in coming to the U.S.
is for monetary reasons, it is generally not true that they
will leave you for just a few cents more to go down the street.
Like with any employee, their reasons for leaving are usually
based on differences of opinion or not getting along with
their supervisors or peers. It is up to managers to identify
the root of any problems or conflicts among their staff. That
said, it is important for managers to set the tone of their work
environment. By creating and fostering positive environments
where cultural and personal differences are respected, managers
are exemplifying what the American workforce is all
about. Therefore, educating their staff on how to work within
a multicultural workforce reduces the manager’s time spent
on resolving employee conflicts and leaves more time to
concentrate on achieving the overall goals of the company.
There are many individual circumstances and challenges
that each company faces when it comes to its multicultural
staff. Thankfully, there are just as many solutions, programs,
procedures and incentives that can be applied, based on
each specific organization’s needs. In working with different
managers, we have utilized a wide variety of programs, specific
to their needs to bridge the cultural and performance-related
gaps. Through employee roundtables, focus groups, training
sessions and several less formal settings like meeting facilitation
and discussions, we have provided these department
heads with invaluable feedback that has allowed them to
coach their assistants and tweak their own management styles
to best work with the diversity of their staffs.
The results of this strategy include:
• More effective and cohesive work groups
• Less conflict
• Lower turnover rate
• More engaged and committed employees
• Better administrative procedures, such as proper notice
on resignations, requests for time off, sick day notices, etc.
As more managers learn and understand how to best
work with these cultural differences, the less transient and
more productive their staffs have become. These are some
of the ways in which organizations have found effective
methods in overcoming challenges in a changing workforce. ❂
florida turfgrass association • www.ftga.org
13

Management Skills
Why is SICK TIME
COSTING YOUR COMPANY MORE
THAN WORKERS’ COMPENSATION
By Jeff Wharton, Environmental Compliance Specialist, American Compliance Technologies, Inc.
16 florida turf digest • january/february 2008

Each day, nationwide, employees
are taking the liberty to use a
company benefit called sick
leave. The problem is they are
not sick, but because they have accumulated
the time, their mind-set is, “It’s
mine, and I will use it whatever way I
want.” Most companies don’t have a
check and balance to control this type
of problem. On the other hand, an
employee utilizing Workers’ Compensation
is usually required to see a health
care professional to determine if a condition
exists. We all realize that Workers’
Compensation fraud happens also, but
companies are losing thousands of
dollars on sick leave abuse annually.
The cost of sick leave
Surveys show that these losses increase
each year. The average cost per year is
about $602 per employee, which does
not include overtime for someone else
to cover the missing employee, hiring
temporary workers to cover deadlines,
the decline in morale and lower productivity.
(Employee Benefit News and HR
News). Eleven U.S.-based companies
were surveyed and stated that 72 cents
on every dollar paid out was attributed
to employee absence rather than health
care and disability insurance. Sick leave
abuse turns into lost dollars, and in
turn, can cost the company substantial
amounts of money.
The carrot vs. the stick
Employees who abuse sick leave are
usually violating a company’s attendance
policy and are the same employees
who violate this policy on numerous
occasions. The issue of disciplining an
employee who abuses sick leave should
be addressed in a written policy. If a
policy does not exist, you will probably
have a hard time using disciplinary
action to correct the problem. Another
situation that arises is that employees
who use excessive sick time may have
problems other than their own sickness.
It may be family illness, such as children
or parents.
Finding the root of the problem may
help cut down on abuse of sick leave. Sit
down with the employee and have a conference
to find out what is happening
in his or her life. To cover yourself,
remember to document every occurrence
when a pattern arises; if it’s not
in writing it didn’t happen!
Some companies offer incentive
programs to bribe employees not to
use sick time instead of addressing the
issue and taking a firm stand. This
method can send the wrong message
to the employee. However, requiring
employees to produce a doctor’s note
after two consecutive days of sick time
is usually a good deterrent. Or, if sick
leave abuse is proven, then loss of paid
benefits is an option.
The root of the problem
Let’s take a look at the real problem,
“Why doesn’t the employee want to
be at work” Is it the lack of company
policy on taking time off, or is the
management style of leadership
causing a drop in morale Are the
employees in high stress jobs where
extra time off might be justified
As we address these concerns, let’s
not forget about the employee who
does his or her job and is at work
every day. The effect of a stringent
policy on sick leave may cause your
good employees to come to work ill.
Some company policies dealing
with the amount of people allowed
off for vacation at the same time can
cause an increase of sick leave abuse.
In other words, “If four people are
allowed off on vacation and I want
to be off, then guess what I’m sick.”
Don’t fool yourself; it happens every
day. The problem is that nothing is
being done to resolve the issue. We
hear all the time, “I recently brought
this issue to the attention of
management and the response was,
‘Every department is doing this so it
will be hard to discipline anyone.’”
One question you should ask yourself
is “What I can do to make the employee
want to come to work Is it rotating
job assignments, so they don’t get
bored, or maybe having a lunch to
honor those who achieve the goal
of little to no absenteeism”
This issue has been around for
many years and will remain in your
workplace until management takes a
firm stand. As we move forward into
a new year, let’s be proactive on this
issue instead of reactive and formulate
a sick leave policy that benefits the
company and its employees. ❂
florida turfgrass association • www.ftga.org
17

Focus on the Future
Meet the FTGA’s
2008
SCHOLARSHIP
RECIPIENTS
The
members of the FTGA
Research and Scholarship
Committee are pleased to introduce the
winners of the 2008 scholarships — the
future leaders of Florida’s turfgrass
industry. The winners are:
By Stacie Zinn, Chair, Research
and Scholarship Committee
ABOVE: (L-R) Stacie Zinn, Tyler Anderson, Laurie Bland,
Jason Frank, Brian Schwartz, Carole Townsend, Richard
Maddox, Jay McCord.)
20 florida turf digest • january/february 2008

LAKE CITY COMMUNITY COLLEGE
All of the Lake City Community College winning students this
year are preparing for careers as a golf course superintendent.
James L. Blackledge
Memorial Scholarship, $1,500
This award was established in 1983 in memory of James L.
Blackledge. His career in the turfgrass industry included
landscaping, golf course superintendent, industry sales, private
business, agronomist, consultant, advisor and industry leader.
Blackledge helped organize the Florida Turf Association
(later changed to the Florida Turfgrass Association) and
was the first recipient of the Wreath of Grass. He served
two terms as President of the FTGA and was a pillar of the
FTGA and the Florida turfgrass industry.
Richard Maddox is from Gainesville.
He is the new FTGA Student Chapter
President and participated in the Golf
Course Superintendents Association of
America(GCSAA) Turf Bowl in Anaheim,
CA. He has worked in maintenance at
Southern Oaks Golf Club and interned
this past summer at Reynolds Plantation.
Hans Schmeisser Memorial
Scholarship, $1,500
This award was established in 1981 in memory of Hans
Schmeisser, who emigrated from Germany to the U.S. in the
1920s to develop the landscaping at Everglades City. While
there, he designed and built his first course, one of the first
golfing facilities in Florida. He was instrumental in establishing
the first Association of Golf Course Superintendents
in Florida and was one of the nation's leading golf course
superintendents and designers. He served as President of the
South Florida GCSA (SFGCSA), taught turfgrass management
at Palm Beach Junior College and was awarded the Golf
Course Superintendents Association of America (GCSAA)
Distinguished Service Award posthumously.
Laurie Bland is from Hollywood, FL,
and is the FTGA student liaison. She
participated in the GCSAA Turf Bowl
in Anaheim, CA. She has worked as an
assistant technician at the University of
Florida golf course and interned this
past summer at Doral’s Blue Monster.
General Scholarship, $1,000
FTGA reserves the right to award one General Scholarship to
a student studying turfgrass at Lake City Community College.
Carole Townsend lives in Jacksonville
and has worked in maintenance
at Windsor Park Golf Club in Jacksonville
and at Dataw Island Club in
South Carolina. She interned this
past summer at Mid Pacific Country
Club in Hawaii.
UNIVERSITY OF FLORIDA
Colonel Frank Ward Memorial
Scholarship, $1,500
Colonel Frank Ward presented the first award at the 10th
Annual Turfgrass Management Conference. Ward, a retired
army colonel, served as President of the FTGA for two terms,
from 1956–1958 and as Executive Secretary from 1959–1960,
when he also edited the first newsletter. In 1960, he instituted
the Wreath of Grass award and later became a recipient of the
award in 1963. Through Ward’s effort, the FTGA made its mark
in the turfgrass industry in Florida.
Tyler Anderson is from Weston, FL. Like
his father, John V. Anderson, CGCS, he is
pursuing a career as a golf course superintendent.
Tyler earned the highest grade
in his Turfgrass Culture course (96.4%),
taught by Dr. J. Bryan Unruh. He participated
in the turf bowls at both the 2007
Sports Turf Managers Association(STMA)
and GCSAA conferences, and he serves as President of the
UF Turfgrass Science Club. He has worked at Weston Hills
Country Club and interned this year at Atlanta Athletic Club.
Max J. McQuade Memorial
Scholarship, $1,000
This award was adopted in memory of Max J. McQuade, a
young man whose dedication to the turfgrass industry and
desire to excel was an inspiration to all who knew him. He
came to the Augusta National Golf Club in August 1997 as
a student intern during his junior year at the University of
Florida. Upon graduation, he was hired for a full-time turf
grad position and quickly became an integral part of the
crew and staff, working with an attention to detail and a
“can-do” attitude that is vital to the industry.
Jason Frank is from Deland, and he is
working on his Masters thesis, Utilizing
Remote Sensing Technology to Assess Stress in
Turfgrass, under Dr. J. Bryan Unruh. He
has interned at the TPC at Sawgrass, and
he has held positions at three lawn care
and nursery companies and owned his
own landscape company. Jason served
as facilitator for two turfgrass courses at UF and helped to
prepare his fellow students for both national turf bowls by
mentoring and creating a 240-page training manual.
General Scholarship, $1,000
FTGA reserves the right to award one General Scholarship
to a student studying turfgrass at the University of Florida.
Brian Schwartz is originally from Illinois
and is pursuing his Ph.D. in turfgrass
breeding under Dr. Kevin Kenworthy.
While maintaining a 4.0 GPA, he works
at the research plots in Citra and on his
dissertation involving nematode screening
and management of zoysiagrass. ❂
florida turfgrass association • www.ftga.org
21

Business Matters
LEVEL
How to Become a
5
MANAGER
By Raleigh F. (Sandy) Seay, Jr., Ph.D., Seay Management Consultants
One
of the
most
influential books on management
in the past several
years is Good to Great, authored by widely
respected management expert and teacher,
Jim Collins. The book is filled with exciting
and innovative ideas, and we strongly recommend
it to you. Collins offers interesting
observations and suggestions on how a good
company can make the journey
to became a great company,
and then go on to sustain that
greatness for an extended
period of time. Having studied a variety of
different companies from this viewpoint,
Collins explains and illustrates the characteristics
of companies who have reached
this goal and provides us with check points
to measure our own success.
22 florida turf digest • january/february 2008

Management style
One characteristic of a “Good to Great” company is that it
includes a specific type of management style he calls a “Level
5 Manager.” According to the European Council for Building
Professionals, “management style” is defined as, “an approach
adopted by managers in exercising authority, encouraging
participation in decision-making, motivating staff, delegating
authority, communicating information and maintaining
control.” Various kinds of management styles include:
• Authoritarian
• Hands on
• Micromanagement
• Delegation management
• Management by memo
• MBWA (management by walking around)
• Getting work done through other people
(as in the classic definition)
Much of one’s management style has to do with personality
temperament, whether one is essentially (1) a hard charging
Type A, (2) a people-oriented Sanguine, (3) a consistent and
stable Phlegmatic or (4) a detail oriented Perfectionist. Your
personality temperament (or working style) can be identified
through a variety of management assessment tools, most notably
the DISC profile. If you would like to know more about the
DISC profile and how it can help you and your management
team, e-mail me at sandy@seay.us, and I’ll provide you with
the information.
Two characteristics of a Level 5 Manager
According to Collins, an essential characteristic of Good to
Great companies is that they are led and managed by Level
5 Managers. Level 5 Managers have two basic characteristics.
First, they have a healthy dose of personal humility. They are
not overcome with ego, and they direct praise and credit to
other people, rather than themselves. Non-Level 5 Managers,
on the other hand, tend to speak of themselves often and use
the personal pronoun “I” quite a bit, as in, “I did this,” or
“Look what I accomplished.” Collins cites one manager who
commented, “You know, I really relate to this Rambo character;
he reminds me of me.” Level 5 Managers, on the other hand,
tend to deflect personal praise and speak more often of the
contributions of others, but they do so as a natural part of
their character, in a genuine and sincere way, and not out of
false modesty. Some of the words used to describe a Level 5
Manager include quiet, humble, modest, reserved, shy, gracious,
mild-mannered, self-effacing and understated.
Second, Level 5 Managers have an intense personal will of
iron and are willing to do whatever is necessary to bring success
to the company. Level 5 Managers are focused on the company,
rather than themselves, they are fanatically driven toward company
success and possess a ferocious, unwavering resolve.
Level 5 Managers and the
parable of the Window and the Mirror
Level 5 Managers attribute much of their success to “luck,”
and they tend to talk about luck quite a bit. They often say,
“Well, I was lucky,” and they speak of their success as a
blessing or of a stroke of good fortune. This is part of the
way they steer praise away from themselves and toward
others. Non-Level 5 Managers, on the other hand, tend
to be blamers. They look for some one or some thing
on which to blame their failures, such as the economy,
the environment, an incompetent subordinate or some
unexpected event. Several years ago, Thomas Harris wrote
a book entitled, I’m OK, You’re OK, in which he argued
that all blame is useless, a principle with which I’m sure
Jim Collins would agree. Here, I’m reminded of the story
of the two sales employees who were sent to China to sell
shoes. The first one e-mailed back and said, “No market
here, no one wears shoes, I’m coming home.” The second
one e-mailed back and said, “Huge market for shoes here,
no one has any, double my order.”
Collins provides us with a fascinating metaphor about Level
5 Managers, when he recounts the parable of the Window and
the Mirror. Level 5 Managers have a Window and a Mirror.
When the company is successful, they look out of the Window
and give the credit for success to others. When things go wrong,
they look into the Mirror accept the responsibility.
Non-Level 5 Managers have a Window and a Mirror also, but
they do just the opposite with them. When things go well, they
look in the Mirror and give themselves the credit. When things
go south, they look out the Window and blame others.
How to become a Level 5 Manager
Collins does not tell us how to become a Level 5 Manager,
although he thinks that most managers can become one.
He does say that some managers can never become Level 5
Managers, and these are the ones who may need to get “off
the bus,” to use his term. At Seay Management, it seems to
me that the following check points might be helpful.
1. Level 5 Managers have both a personal humility and
an iron will. These are personality temperament
characteristics that are largely hardwired, and if a
person does not possess them, he or she is unlikely
to acquire them. The DISC profile can be very helpful
in identifying these characteristics.
2. Level 5 Managers speak a good deal of “luck” and not
so much about outside factors. We can ask ourselves if
our conversation includes this kind of philosophy and
we can listen to our management team to see if they
use these words — luck, good fortune, providence,
being at the right place at the right time, etc.
florida turfgrass association • www.ftga.org
23

Business Matters
3. Level 5 Managers are not “blamers” and tend not to
assign blame to others. To the contrary, they look out
of the Window during good times and give credit to
others, and they look in the Mirror during times when
they need to accept responsibility. For us, individually,
we can examine our own management style and see to
what purpose we put the Window and the Mirror, and
we can check up on our management team, as well.
4. Level 5 Managers would say, “Our most important
assets are our good employees.”
5. Level 5 Managers would have continuing management
training to reinforce this philosophy.
6. Level 5 Managers would hire only persons who are
or who could become Level 5 Managers, as well.
Socrates once commented, “The unexamined life is not
worth living.” Collins’ book and his insights on Level 5 Managers
give us an opportunity to examine our management lives to
see where we stand on the Level 5 Continuum, and then to
make plans to move forward and upward from Good to Great.
If you would like a presentation on “Level 5 Management”
or on Collins’ book, Good to Great, contact Sandy Seay at
sandy@seay.us.
Give us a call
With your FTGA membership, you are entitled to call and talk
with one of Seay Management’s professional consultants at any
time, free of charge. When you have a human-resources question
and need an answer, identify yourself as an FTGA member
and ask to speak to a consultant. Call Seay Management at
(407) 426-9484. ❂
24 florida turf digest • january/february 2008

News from the FTGA
FTGA.org
Guided
Tour
By Heather Russo, FTGA
Marketing and Events
Coordinator
In
July 2007, the Florida
Turfgrass Association created
a new Web site for FTGA
members and turfgrass industry professionals.
The Web site, www.ftga.org, now
serves as a primary source of up-to-date
information regarding the turfgrass
industry. Follow along on your computer
to explore the options listed below.
ftga.org homepage
From the main area of the home page
(www.ftga.org), you can access FTGA
and turfgrass industry news items,
information on upcoming FTGA
events, a calendar of FTGA and related
industry events, as well as access to the
member application. Joining the FTGA
is easier than ever with the new online
member application.
The menu that runs along the left side of
the screen offers access to all sections of
the Web site, except those restricted to
FTGA members.
ftga.org online application
Just below the menu, you’ll find the
Member Login area that provides a
host of new features, including access
to exclusive benefits such as the FTGA
membership directory and a printable
edition of the Association’s bimonthly
magazine, Florida Turf Digest — both
in PDF format. Soon, the Web site will
offer convenient online registrations
26 florida turf digest • january/february 2008

for the annual Conference &
Show and the annual Regional
Turf Seminars.
Advertising opportunities are
available for companies interested
in gaining exposure in the Florida
Turf Digest. For more information,
click Publications on the menu on
the home page.
The FTGA is proud to introduce the
new Web site, and we’re certain that it
is an informative tool for all turfgrass
industry representatives. But, this is just
the beginning. We look forward to
adding more features to the Web site to
benefit the FTGA membership, and we
continue to make incremental improvements
behind the scenes to make your
experience on the Web site a pleasant
and informative one. ❂ ftga.org menu ftga.org member login

Active Member
Name
Company
Title
Associate Member
Retired Member
Work Address
Membership Application
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
City ________________________ State ___________ Zip __________
Billing Address
____________________________________________________________
City ________________________ State ___________ Zip __________
Home Address
____________________________________________________________
City ________________________ State ___________ Zip __________
Work Phone ________________________ Fax ___________________________
Home Phone ________________________ Mobile ___________________________
E-mail ________________________ Web site __________________________
New Member _____ Renewal _____ Referred by _______________________
Payment Information
* Florida Turfgrass Research Foundation is a 501(c)(3) nonprofit organization. Your voluntary research donation is tax-deductible
to the extent allowed by law. No goods or services were provided in exchange for your generous voluntary research donation.
Check
Charge Credit Card # Total
Visa
Exp. Date
Enclosed
#_________
MasterCard CCV (3 digits on back or 4 digits on front)
Make check
payable to FTGA
Annual Membership Categories
(please select one Membership Category)
Persons whose residence or employment is in Florida and are
actively engaged in the industry.
Persons who are in or out of Florida who desire to take an active
part in the Association.
Retired from Active or Affiliate membership and remain an active
participant in the turfgrass industry.
American Express
Discover
Billing Zip Code
Signature
Member
Dues
37 N. Orange Avenue, Suite 755 | Orlando, FL 32801 | Phone (800) 882-6721 | Fax (407) 843-3285 | www.ftga.org
Voluntary
Research
Donation *
Total Dues
&
Contribution
$190.00 $25.00 $215.00
$190.00 $25.00 $215.00
$190.00 $25.00 $215.00
Affiliate Member Employees of an Active or Associate member. $90.00 $25.00 $115.00
Student Member
Enrolled in turf management, ornamental, horticulture or related
study program.
$35.00 $25.00 $60.00
Select One Industry Which Describes Your Affiliation
Commercial Suppliers Consultants/Architects Golf Course Mgt Landscape Lawncare
Memorial/Military Nursery Growers Park/Sports Mgt Pest Control Property Mgt
Retail Turf Sod Farm/Producers School/Municipal Student University/Extension

Index of Advertisers
Almar/Aerification Plus ............................ 15
www.aerificationplus.com
Aqua-Aid, Inc. .................. Inside Back Cover
www.aquaaid.com
BASF ...................................................... 5
www.basf.com
Coastal Equipment Systems, Inc. .............. 29
Florida Caterpiller
Dealer Group .................... Inside Front Cover
www.thecatrentalstore.com
John Deere Landscapes ............................ 3
www.lesco.com
K-Rain Manufacturing Corp. .................... 25
www.krain.com
Kesmac Inc. .......................................... 14
www.kesmac.com
Kilpatrick Turf Equipment ........................ 18
www.kilpatrick.com
Monsanto .................................. Back Cover
www.farmsource.com
Palm Beach Country Club ...................... 18
Pennington Seed .................................... 19
www.penningtonseed.com
Pike Creek Turf, Inc. ................................ 30
www.pikecreekturf.com
Ring Power Lift Trucks .............................. 7
www.ringpower.com
Roberts Supply, Inc. ................................ 27
www.shindaiwa.com
ShowTurf of South Florida, LLC ................ 29
SMR Farms .............................................. 7
www.smrfarms.com
Southern Agricultural Insecticides, Inc. .... 30
www.southernag.com
The Turfgrass Group ..........................13, 24
Turf Specialties, Inc. ................................ 27
www.turfspecialties.net
30 florida turf digest • january/february 2008