In the business world, sometimes success isn’t solely defined by individual expertise or performance — it’s rooted in the strength of your team.
At the International Pool | Spa | Patio Expo held in Dallas, Texas, this past November, speaker David Fellman shared actionable strategies to help leaders turn their staff into a high-performing team.
Fellman’s guidance — grounded in timeless management practices and real-world examples — is a roadmap for fostering both collaboration and individual growth as well as creating a strong company culture, all essential in achieving long-term success.
THREE TYPES OF TEAMS: FINDING THE RIGHT FIT FOR YOUR BUSINESS
Fellman begins by referencing the principles of management expert Peter Drucker. In a Wall Street Journal article, Drucker highlights a common misstep among managers: the tendency to adopt a one-size-fits-all approach to team building. This oversight, he argues, often ends in failure to recognize the unique dynamics of different types of teams.
Drucker identifies three distinct team structures — the baseball team, the football team, and the tennis doubles team. Each offers an important framework to better understand the workplace. And in the pool and spa industry, where roles range from service technicians in the field to office staff behind the scenes, they are particularly relevant, as tailored team strategies for these varied roles can optimize efficiency.
- Baseball Team (Assembly Line): In a baseball team, players perform their specific roles independently, with minimal interaction. This mirrors an assembly line, where each person contributes to the overall process by excelling in their own position.
- For businesses, this team structure emphasizes individual expertise. Fellman explains, “The goal isn’t just competence — it’s striving for all-star-level performance in every role.”
- Football Team (Symphony Orchestra): Unlike the independent roles in baseball, football demands seamless interaction and coordination among players. Drucker compares this to a symphony orchestra, where sections — strings, brass, percussion — work together in harmony to create a successful, cohesive result.
- Fellman highlights that the “play” or “plan” is critical for this type of team. Without clear direction, a football team becomes a collection of energy without purpose. “In a business context, managers must develop robust strategies that allow team members to collaborate effectively and support one another to achieve a shared goal,” says Fellman. “The emphasis is on planning and teamwork.”
- Tennis Doubles Team (Jazz Concert): The tennis doubles team represents a partnership built on fluidity and mutual support, similar to a jazz concert where each musician alternates between leading and following. In this model, anticipation and adaptability are key.
- Fellman explains how this dynamic applies to businesses where roles are less rigid but still demand high levels of coordination. Employees must understand their colleague’s moves, anticipate needs, and step up as leaders when necessary to encourage an environment of shared responsibility and trust. “Tennis, jazz music, cleaning a pool — it’s all the same scenario,” he says. “It’s about the importance of partnership and mutual support.”
Each type of team has a place in your business, and “understanding which team type fits a particular task is the first step toward building a winning team,” says Fellman. “Some tasks may require independence, others collaboration, and still others a blend of shared leadership. But if you align with the unique demands of each situation, you can maximize efficiency and get the best possible outcome.”
THE FOUNDATION: SKILLS AND ATTITUDES
Turning a team into a championship team also begins with a thorough evaluation not just on technical skills but also attitude — understanding both is essential to create a strong foundation for improvement.
To begin, employers must understand the strengths and weaknesses within their team. Fellman suggests a simple exercise: visualize your best employee and rate their performance on a scale of one to 10. Do the same for your worst employee and everyone else in between. You can break down the evaluation to include:
Job Skills: The technical abilities necessary to perform tasks effectively.
Initiative: The willingness to complete tasks without constant supervision.
Dedication: Commitment to both the team and the company — two factors that may require separate ratings.
Work Ethic: The employee’s reliability and diligence.
Life Factor: Whether the employee is well-liked by teammates, customers and vendors.
Trust Factor: Can this person be trusted with company assets, time and reputation?
Did some employees rate below a five? Fellman asks a tough question: “Why is this person still working for you?” While there may be reasons for keeping underperforming staff, it’s vital to address the question.
Pro tip: Leaders should also rate themselves as managers on the same scale. Self-awareness of your own strengths and weaknesses is key to fostering growth in others and driving overall improvement.
CREATE AN IMPROVEMENT PLAN
Once evaluations are complete, implement strategies for improvement. When dealing with employees who have mixed performance ratings, it might seem logical to address their weakest areas first. However, Fellman advises a more nuanced approach.
Rather than focus solely on the lowest-rated areas, consider the impact of each factor on the employee’s overall performance. Sometimes, improving a skill from a seven to an eight — or even an eight to a nine — can yield more significant results than trying to elevate a one. Managers should identify the areas that will provide the greatest return on investment and focus their efforts there.
Fellman suggests creating a specific, time-bound plan for each employee. For example, they might set a goal to improve a skill from a six to a seven over the course of a month. This plan should include:
- Clear Objectives: Define the current rating, explain why it was assigned, and articulate what improvement looks like.
- Ongoing Feedback: Regular check-ins are crucial. Provide daily or weekly updates on progress rather than waiting until the end of the improvement period. Positive reinforcement for progress and constructive feedback for setbacks keep the process collaborative and focused.
Framing the process as a partnership — “we” instead of “you” — helps to grow mutual accountability and collaboration.
When it comes to improving specific skills or attitudes, Fellman also encourages managers to tap into available resources:
- Internal Expertise: If another employee excels in the area of weakness, they can serve as a trainer or mentor.
- External Training: Utilize the resources provided by industry manufacturers. This could even improve employee proficiency without additional cost.
- Educational Materials: Online resources, such as articles or guides, can be particularly helpful for developing soft skills like listening or communication.
The key is to identify the most effective and accessible resources to address each specific challenge.
REINFORCEMENT STRATEGY
Drawing on the principles of B.F. Skinner, Fellman highlights the importance of reinforcing positive behavior while addressing negative behavior immediately. According to Skinner’s research:
- Rewarded Behaviors: Positive actions, when recognized and rewarded, are likely to be repeated.
- Tolerated Behaviors: On the opposite, behaviors that are tolerated — even if they are negative — will also be repeated.
Managers must “nip bad behavior in the bud” to prevent it from spreading or becoming ingrained. It’s important to strike the right balance between empowering employees and maintaining oversight. Fellman says, “It’s also about ensuring that everything from the big things to the little things gets done — and gets done right.”
He also distinguishes between micromanagement and overmanagement. While micromanagement often has a negative connotation, Fellman believes it’s a necessary tool for ensuring small details are addressed. However, overmanagement can hinder initiative and productivity.
Fellman suggests asking employees, ‘If I weren’t here, how would you handle this situation?” This training technique serves two purposes: empowerment — it encourages employees to think critically and take initiative — and it offers a teaching moment. If the suggested approach is incorrect, provide guidance and establish clear expectations for future decisions.
RECOGNIZING AND REWARDING POSITIVE BEHAVIOR
Fellman offers some simple advice to retain top talent: “Treat your teammates like the exact opposite of mushrooms. Don’t keep them in the dark and feed them manure. That’s not what we want to do with your best people.”
Instead, encourage open communication, transparency and partnership by discussing your team’s needs and how you can support their success; seek input on benefits, compensation and workplace improvements. “Meaningful engagement builds trust and encourages employees to be more invested in the organization’s success,” says Fellman.
“It’s also important to regularly assess whether your employees find the existing benefits valuable,” he adds. “A client of mine discovered her team valued additional time off more than health benefits, for example. This was cost-effective for her, but it also improved morale.
“You can also tie rewards to performance improvements. Bonuses and profit-sharing programs can be powerful tools for motivating employees to go above and beyond. I know of one client who structured incremental bonuses to encourage a team member to improve his attitude — a move that paid off in both morale and productivity. Money talks, but what do you want it to say?”
He also suggests monetary incentives can be used effectively, such as giving $10 gift cards to employees caught doing great work. These small acts of recognition create a happier, more engaged workforce.
FINAL THOUGHTS
Fellman concludes with four essential truths for building a championship team:
- If your team doesn’t already know how to do what you want, training or attitude adjustment is needed.
- Necessary skills or knowledge must be taught.
- Necessary attitudes must be motivated.
- Success depends more on managing people and processes than just numbers.
“Better is better,” says Fellman. While perfection may be out of reach, every step toward improvement brings your team closer to championship status — and your business closer to long-term success.
This article first appeared in the February 2025 issue of AQUA Magazine — the top resource for retailers, builders and service pros in the pool and spa industry. Subscriptions to the print magazine are free to all industry professionals. Click here to subscribe.
