BUSINESS
We would be naïve to think that price doesn ’ t come into play at some point with most sports field managers . But even within tax-supported institutions there are varying degrees of their purchasing capabilities . I would much rather know that going into our conversation , and know what the requirements are . Gotta know the rules of the game before you begin .
SFM : You mentioned the established relationships and clients you ’ ve been doing business with for a while . What is your approach with new clients when it comes to building those relationships or figuring out their pain points and their needs ? Churchill : God gave us one mouth and two ears . You listen , you ask questions , and you get to know the person . And I say “ person ” because that ’ s who they are . Sometimes I think we reduce someone ’ s stature by referring to them first as a customer . It ’ s important to establish that relationship and then just start showing interest . What are their challenges ? Where do they need help ? What ’ s working for them and what isn ’ t ? What ’ s getting in their way ? There are so many different layers of the job and what they need to do . The sports field manager answers to people and has people answering to them . Sometimes , the sales rep goes in and just starts talking about product or keeps the conversation so one-tracked that they forget about all the other moving parts in the sports field manager ’ s daily activities ; and on the home front for that matter . Acknowledge that , show interest , and be there not as just a vendor or sales rep , but as a partner in their business . My goal is to reach a point in our relationship where they look at me as a true partner and confidant committed to reaching the same goals — not as a sales rep . I ’ ve told some of my closest customers that if I start acting or sounding like a sales rep to call me out on it . That trust might build in one or two visits , or it might take a year . I ’ ve been doing this for a long time , and I still have people with whom I just don ’ t click . It doesn ’ t mean I treat them any differently . Some sports field managers just want to be left alone and just know what they want . You ’ re there as a as a product source or a service provider only ; and if that works for them , then you have the honor and respect that .
SFM : A challenge for many sports field managers is getting the budgets for equipment and supplies approved and the amount of planning and foresight that requires . What ’ s your advice ? Churchill : The ones that have the fewest number of unsuspected turns or missteps in the buying process are those that plan ahead . Big-ticket items such as equipment , irrigation systems or software take some advanced planning . It might take two or three years to decide what it is you want , get approval and then get it in the next year ’ s budget . But product or service availability and delivery lead time could add another year or two to the whole process . It ’ s just a matter of planning ahead .
SFM : You mentioned that most sports field managers have someone to whom they report . Have you seen a shift in terms of the level of respect that sports field managers are garnering when it comes to decision making , earning a seat at the table , or being viewed as the expert on what is needed to provide a safe playing surface ? Churchill : Yes . Our industry — like so many others — is becoming more sophisticated , and a good administrator will pick up on that and understand it . The challenge that I see , especially in K-12 , is that many times there isn ’ t a true sports field manager . They might be a lead custodian or the baseball coach or another role where managing the fields is just something they ended up being tasked
28 SportsField Management | January 2025 sportsfieldmanagementonline . com