It’s been quite the hot topic of late, this idea of promoting the excitement of the aquatic experience. As many in our industry have pointed out, other recreation-based industries have done a much better job than we have of pounding the promotional drum. 

One big challenge we face has been, and remains, what’s the specific game plan for upping our own game in the battlefield of public perception? What does that actually look like? 

Here’s one potentially useful idea: At the Discover Boating website, there’s a wonderful feature called “Stories of Discovery.” 

It’s a simple yet compelling concept where enthusiasts share videos depicting their own boating experiences, i.e. their stories of discovering the joy of boating. Through these wonderful images, it’s easy to grasp just how much fun you can have on the water. Frankly, it’s enough to make just about anyone want to find the nearest boat and take a ride. 

As the folks behind this program clearly understand, it’s one thing for industry members to carry on about the consumer experience, but it’s far more powerful to have consumers themselves do the promoting. 

Perhaps our industry, and specifically APSP, should take some clues from the boating industry on marketing to the consumer. If we posted videos of our consumers enjoying the good life afforded by pool and spa ownership, we might inspire some prospective clients to look closer to home when it’s time to invest in family fun. 

The nice thing about this type of organic programming is that it’s something we can do right now, without a zillion-dollar promotional budget. We’d simply need to create the venue online somewhere, prime the pump with a handful of example videos and ask everyone in the industry to help the videos go viral. 

It doesn’t take much imagination to visualize pieces that show a spectrum of positive experiences, from kids learning to swim, to little league end-of-season parties, to the visceral energy of teenage soirees and certainly to more adult-oriented fun. 

We should be tapping into the transformative power and magic of discovery. Who knows what we’d find? 

For as long as I can remember, the pool and spa industry has generally behaved as though pools and spas exist in a vacuum, as if they have little or nothing to do with the surrounding environment. 

Fortunately, that’s changed for many forward-thinking builders who have become sensitive to the fact that their work exists in context of the entire property. These days, many include things like outdoor kitchens, adjacent hardscape, plantings and a wide gamut of exterior design elements. 

While I applaud that kind of evolved thinking and ambitious action, it’ still clear that, for the most part, ours is an industry that remains internally focused on itself. We continue to hold onto what one might call an “isolationist” approach to doing business. 

I believe that’s a horrible mistake — something that needs to change, and sooner rather than later. 

In my personal quest to encourage our industry to find ways to promote the pool/spa experience to consumers, I’ve argued (and will continue to do so), that the time is long past due when we reach out to other industries that share common ground with ours. 

What does that mean exactly? The first step is to identify those industries that would benefit from closer interaction with the pool and spa industry and vice versa. With that in mind, I’ve come up with a “wish list” of industries I believe we should reach out to in an effort to strengthen our market outreach and benefit from shared education. 

(For this discussion, I’ll focus on only one, in my next offering; we’ll look at a cadre of others, many of which might be somewhat less immediately obvious.)

The first and arguably the most apparent choice is the landscape architecture industry. As part of a 2011 survey conducted by the American Society of Landscape Architects, landscape architects specializing in residential design from across the country were asked to rate the popularity of a variety of outdoor design elements. Unsurprisingly, the broad category of gardens and landscape spaces led the way with 94.9 percent rating “somewhat” or “very” popular. That was followed closely by outdoor livings spaces at 91.5 percent, which were defined as those projects that include a kitchen and entertainment spaces; 97.4 percent of respondents rated grills as somewhat or very in-demand, followed closely by low-maintenance landscapes (96.6 percent), fireplaces/fire pits (95.8 percent) and dining areas (95.7 percent). Lighting features remained a popular choice at 93.1 percent.

Pools came in at 79.2 percent, a figure slightly nudged out by spas at 80.4 percent. Decorative water elements, waterfalls, fountains etc. were even more popular at 89.9 percent.

Those are compelling numbers that show homeowners are concerned with the entire outdoor experience. Fact is, landscape architects are often called upon to design spaces that encompass a range of activities and features, including those that are aquatic in nature. The question becomes, do we view landscape architects as competitors or potentially as strategic partners? 

Like it or not, landscape architects are working in the same realm as pool/spa builders. Yet, we know that there’s been a broad disconnection between our two industries. Perhaps that’s because landscape architecture is a profession that requires a university degree to earn licensure and accreditation while ours does not. Likewise, maybe it’s because pool builders are more oriented toward the contractor side of the business. 

Whatever the reasons behind the divide, landscape architects (or LAs) and pool industry professionals have a great deal to offer each other. LAs are versed in design, while pool professionals understand the specifics of designing and building structures that contain water. One could argue that whether we realize it or not, we’re in reality parts of the same umbrella industry, which one might call the “exterior design,” or better yet, the “outdoor entertainment” industry. 

As I mentioned above, there exists a class of builders that have already made that connection. Some in our industry either employ or regularly work with local landscape architecture firms. On the other hand, there are LAs who turn to builders they trust to execute their designs. The benefits are obvious and immediate: whichever way the business flows, both sides of the coin benefit from being able to offer clients more comprehensive services, and often with superior results. 

When pools/spas and other aquatic features are conjoined with the overall design program from the start of a project, there’s greater opportunity to aesthetically harmonize with elements in the landscape. There are also greater efficiencies on the installation side of things; conduits for landscape lighting or sound systems or irrigation lines can be installed the same time as plumbing for the pool, as one example. 

It’s not surprising that these days, many of the finest projects are those that have benefited from integrated design and installation processes. 

Unfortunately, despite the fact that some progressively minded professionals in both industries do work together, we’re still a long way from a condition where our industries consolidate efforts in a broader context. For that to happen, we need leadership from our respective industry associations. 

I am encouraged that this year’s IPSPE in Las Vegas offers a smattering of classes that in one way or another include disciplines from the landscape architecture industry. I’m also encouraged that some in our industry, such as my friends at Genesis 3, have made in roads and offer classes at landscape-oriented events. 

While those overtures are admirable, we need to do more. Perhaps as part of a national promotion campaign APSP might consider working directly with ASLA? Certainly, we should pursue deeper connections on the education front. And, is it completely outside the realm of possibility that our industries someday co-sponsor trade or even consumer-oriented events? 

It’s all certainly worth considering!

Vance Gillette is an outspoken proponent of the pool and spa experience.

An industry leader with 48 years of experience, he has traveled extensively through the U.S., Europe, Canada and Australia representing such prominent firms as Arneson Products, Jandy Products, Teledyne Laars, Waterpik Technologies, Zodiac Pool Systems and now.Vance Gillette Ventures.

It’s almost here — another season of industry trade shows in which we gather and do our best to train our sights on the future.

For nearly five decades, I’ve been attending these events and have had countless positive experiences both professionally and personally. After all, it’s great to see old friends, make some new ones, introduce and check out new products and take advantage of various educational offerings.

For all of the positives, however, looking back I’m struck by how little our shows have changed. Sure, many have grown in size, some have come and gone, and the cast of characters has slowly changed along with some of the products. Still, by and large, pool and spa trade shows from the early 70s wouldn’t look all that much different from those we’ll be attending over the next few months. The process is so ingrained in our industry culture that the whole thing seems almost reflexive. It’s just what we do.

Through it all, the thing about our trade shows that stands out the most to me is how the entire scene is an exercise in selling to ourselves. From a manufacturer’s perspective, I fully understand why that’s so, but nowhere in this massive undertaking do we give any attention to the category of person most crucial to our businesses — the consumer. It’s a huge void.

Now, I’m not suggesting we open up our trade shows to the general public, because frankly I just don’t see consumers having any interest in looking at displays of pumps, filters, chemicals or leaf nets. What I am saying, however, is that this insular culture of purely business-to-business marketing has ultimately lulled us into under-valuing the importance of consumer outreach.

Think about it. We spend time and resources selling to each other as though clients will always be there as if by osmosis. Yet at the same time, we always acknowledge the need to grow the pie. It all reminds me of that old saying about the nature of insanity — we are always caught up doing the same things while hoping for different results.

That’s why, when we look at the issue of innovation, there’s nowhere I see a greater need for reinvention than the way we market pools and spas. Let’s face it: We are in a constant war with other industries that are doing a much better job of defining the consumer experience. That’s not to say that RV, boating or vacation industries don’t have concerns such as government relations, industry politics or product standards, but they all sure as heck have a much better balance when it comes to taking their messages about fun and enjoyment to the consumer.

Our industry, on the other hand, seems content to just let the chips fall where they may where the consumer is concerned. In fact, if anything, we do ourselves a disservice with the way we fall on our sword over safety, ADA regulations and distasteful concerns over levels of fecal matter in pools. Even as someone who loves pools and spas, when I step back and look at the downbeat face that dominates our public image, I too just might think twice about spending my hard-earned dollars on a pool or spa and instead book a trip to Maui or Bora Bora. (Okay, maybe that’s a bit of an exaggeration, but you get my point.)

When you look at it that way, is it any wonder our industry has been so slow in recovering from the depths of the recent recession?

The tough part of this whole discussion is that while it’s pretty easy to identify the problem, coming up with answers is a whole different matter. Returning to the question of our trade shows, for example, the nature of our end product and the regional nature of the markets have everything to do with why the status quo has been so immovable. For the most part, our manufacturers, the lifeblood of our trade shows, “make the things that make the thing,” so to speak. Yet consumers by and large don’t care in the least about what I call the “spark plugs.”

Fact is, it’s the builders, service techs and retailers who buy from the manufacturers, not the consumer. Therefore, manufacturer marketing is naturally trained on the trade.

Dealers, for the most part, are concerned with marketing in their region and have no interest in a consumer event that draws people from a broad geographical spread. If you compare that to the boating or RV industry, they have it easier in that an end product manufactured in Seattle might very well be sold to a consumer in Miami. Pools don’t work that way. Spas and hot tubs do, which is almost certainly why you see those products sold at home and garden shows and county fairs. But pools are an aggregate product that, with the exception of package pools, are not portable.

How we overcome that issue is certainly not to try to force our industry into some sort of unnatural pattern where we stage full-blown consumer shows or open our existing shows to homeowners. Both things have been tried in the past and in every case I’m aware of, have fallen flat, all for the exact reasons described above.

So, wherein lies the answer to our lack of collective consumer focus? Although that’s a tough question, this much I do know for sure: Nothing will ever change until we change – innovate – our mindset. So long as we stay focused primarily on ourselves and allow the problematic issues of safety and health hazards to lead the way on the consumer front, the pie we share will never grow the way we want it to. On the contrary, if we alter our focus to a more consumer-driven form of messaging, then the answers will inevitably emerge.

Bottom line: We must think differently.

I do believe that kind of change requires a shift in leadership mindset, and isn’t that what our industry associations are for? I personally believe the primary role of our association should be the positive promotion and marketing of the pool/spa experience.

Go to the boating or RV industry web sites and you’ll find very consumer-oriented messages. Yes, the boating industry is rightfully concerned with safety, but its collective focus is really all about the fun that happens when consumers step onto a boat and leave their cares behind. Shouldn’t we be primarily promoting that same kind of healthy escapism and lifestyle panache?

In terms of bringing this hypothetically retooled message to the public in the context of live events, my best thought is that our association currently goes where consumers already are instead of trying to draw them to us. That might mean taking part in events for related industries, such as those staged for landscape architects, architects, home builders or general contractors.

In other words, we need to fan out into the big world beyond the borders of our industry. But that’s really a tactical issue that would only have meaning in serving a broader consumer-oriented strategy, and wouldn’t be worth much without a new way of thinking about what we’re selling and how to promote it. That does not mean abandoning our internal concerns about safety, product standards and industry education, but it does mean finding a different balance where our outward message is one that celebrates the amazing benefits and value of the pool and spa ownership experience.

The good news is that we have a product that provides profound benefits to the consumer. We don’t need to somehow invent the daily luxury, prestige, beauty and sheer fun that comes with pool and spa ownership. Those all exist. We must, however, reinvent the collective image we project and speak more directly to the people we ultimately rely upon for our industry’s very existence.

To my mind, that’s an innovation long past due.

Vance Gillette is an outspoken proponent of the pool and spa experience. An industry leader with 47 years of experience, he has traveled extensively through the U.S., Europe, Canada and Australia representing such prominent firms as Arneson Products, Jandy Products, Teledyne Laars, Waterpik Technologies, Zodiac Pool Systems and now…Vance Gillette Ventures.

I’ve always liked to think that with age comes wisdom, that as we grow older we become more of who we are.  For those of us entering our, shall we say, more wizened years, we can take comfort knowing that our experience affords us hard-won perspective and insight. 

Of course, age also brings with it many effects we’d all choose to forgo if we only could.  When it comes to the smarts we gain along the way, it’s equally true that many of us become rather set in our thinking. We’ve been around the block so many times it’s only natural to rely on what we believe we know without challenging those presumptions.

Arguably, this is where people in their youth, and those who remain young at heart, have a big advantage; they tend to be more open minded, often idealistic, more ambitious and certainly quite often more open to new ways of thinking.

In considering the plight of our industry, I can’t help but recognize that as our ranks advance in age, far too many of us have become stuck in paradigms of the past, which I personally believe is one of the pool and spa industry’s biggest drawbacks. That’s not to say that there aren’t many progressive minded people among us, of all ages, but collectively, it’s fair comment to acknowledge that the “stinking thinking” of the past is much too affixed in our culture.

Inevitably the generation of people I grew up with in the industry will be forced to yield control to younger generations. Although that obvious fact can be tough to accept for some, I believe it’s high time to work toward a future that at some point won’t include us.

This is all why I believe that the young people among us are truly the future lifeblood of our industry.  Knowing that, there’s been a good deal of discussion about how to attract and develop a fresh generation of professionals.  There’s no question about it, our industry must attract Millennials age 30 and under to grow the industry’s declining ranks. Both individually and collectively, we must rethink a succession strategy if we want to see our industry not only survive but prosper. Unfortunately, I’ve found most companies have no succession plan and far too often these firms perish when the owners are no longer involved.

The good news is that the pool and pa profession can be a wonderfully rewarding and prosperous business for young professionals.  The challenge comes in helping prospective industry members realize as much. And that means honing our message to those who might seek to follow in our footsteps.

So here’s a bit of advice for young people entering our industry, courtesy of Uncle Vance:

First, realize the amazing benefits our experiences bring to consumers. Pools and spas deliver enjoyment, luxury, indulgence, pampering, places to party, venues for family togetherness, prestige, beauty and relaxation. If you want to find a profession that truly improves the quality of people’s lives, look no further.  No other profession I can think of encompasses so many wonderful upsides.

Define your business strategy around attracting consumers.   Most pool/spa sales today are generated from referrals.  Develop an approach where you earn those referrals by providing the best possible products and service to your customers. Go the extra mile to make them happy, realize that their good will is foundation for future business. Likewise be aware that unhappy clients will spread their negative impressions as readily, if not more so, than happy delighted ones. In other words, take care of your customers and they will take care of you.

In that light, adopt a servant-leader mentality. Remember always that the truest and most reliable path to success is to facilitate the success of others. If your job is cleaning pools, then do it with enthusiasm and pride, knowing that a wholesome body of water has tremendous value to the client and delivering a clean pool is the essence of the service you provide. If you’re a company owner, then do everything in your power to set the stage for your employees’ success. 

Have an attractive website, be on Facebook, Pinterest, Houzz, LinkedIn, and YouTube channel.  Most consumers go to one or more of these sites for education, ideas, and research so embrace these tools as a way to spread the good word about the products and services you provide.

Create a sense of professional community and alliance. Team up with your local landscape architects, and realtors. If applicable, reach out to general contractors, developers and business leaders. Seek areas of common interest and strategies aimed at mutual benefit and shared values.

Educate yourself: Seek information in classrooms, online and from other professionals. If you’re a builder, for example, look into the offerings of the Genesis 3 Design Group or Artistic Resources Training and other educational resources that can imbue your acumen with information about design.  Look to the educational resources offered by manufacturers or those presented at trade shows or online. Never stop learning!  

Realize that success is all about differentiating your company from your competitors.  Keep in mind the consumer doesn’t want to be sold, they want to buy.  The key to effectively closing the deal is all about gaining trust, meeting consumers’ expectations, and promoting the aquatic lifestyle experience. 

Remember what drives consumer demand for pools?  Paradoxically, swimming, health, and exercise are is near the bottom of the list.  Don’t get me wrong; some people do swim and exercise in their pools but for most that is not the primary reason for ownership.  My next-door neighbor has owned their pool for over 15 years. They actually get wet maybe only 10 times a year. Yet, nearly every day they look at it, party around it, and enjoy the spectacular pool water features.  Their pool is an integral part of their backyard environment and lifestyle.

By the same token, if you do have clients who are interested in the health benefits, then be sure that you’re familiar with those upsides so that you can point out that swimming and hydrotherapy embody wonderful healthful qualities.

Finally, never lose sight of the fact that through your best efforts, you have an opportunity to do great things, to innovate, to make the world a better place, to provide for yourself and your family, to make people happy. I contend that if you embrace the potential waiting in this fantastic industry profession and within yourself, in many ways, it’s possible to in essence remain forever young.

Vance Gillette is an outspoken proponent of the pool and spa experience.

An industry leader with 48 years of experience, he has traveled extensively through the U.S., Europe, Canada and Australia representing such prominent firms as Arneson Products, Jandy Products, Teledyne Laars, Waterpik Technologies, Zodiac Pool Systems and now.Vance Gillette Ventures.

By Vance Gillette

Looking at the state of our industry with an eye toward improving what we do and how we do it, I believe we are suffering from a deficit of effective leadership and have been for a long time.  I see it at all levels of the industry, from dealers to manufacturers and our trade associations, far too many of our organizations are being over managed and not effectively led. 

From my perspective, the void is most evident in the lack of positive direction and focus as to how we promote our products to the consumer.  As I’ve pressed, preached and pleaded in print and in presentations at industry events, we need to find ways to highlight the wonderful experiences aquatic environments provide instead of focusing on nuts and bolts issues. 

The reason I’m so passionate about that concept is I believe with all my heart if we can forge a more positive association between our products and the consumer experience, we will find a future overflowing with potential realized. As it is, we unfortunately continue to languish in a morass of mixed messages lacking any clear direction. 

Based on my nearly 50 years in this industry, I’ve come to also firmly believe the way we change this is through thinking differently about leadership.  In general, what I see are managers who although effective in many respects, fail to understand that human beings do not like to be managed, but instead excel when they are effectively led by way of inspiration and the belief that they play significant roles in the grand scheme of things.

In essence, I’m talking about seeing leadership through the lens of “service” to those we seek to lead.  That concept might seem odd at first to some, after all the idea of service is often mistaken for subservience, but they are not the same thing. In fact, they’re actually exact opposites.  The servant leader is still very much an authority figure, but one who uses his or her position to inspire and motivate everyone within their respective organizations.  He or she does not manage people (you manage inventory, production and distribution, not human beings) but instead sets the table for individual and collective success within an organizational structure and culture. 

The servant leader understands that when people are emotionally and intellectually vested in success, they will take actions that result in positive outcomes.  They will take it upon themselves to consistently do the right thing and in many situations offer suggestions for improvement in processes and products, and they are far more apt support one another.

Nothing about this approach to leadership is new.  The word “Samurai,” for example, literally translated means to serve; to serve through wisdom, compassion, clarity of purpose, moral fortitude, mutual respect and most important, trust.  The servant leader embraces those concepts and applies them so that those being led feel supported, empowered, appreciated and safe within their respective roles.

One of the most important elements of servant leadership is to communicate a crystal clear message that is always consistent and applied at all levels of the organization.  Way back when I started in this industry in 1966 at the tender age of 18, I worked for the legendary Howard Arneson, selling automatic pool cleaners, or so I thought.  One day, Arneson asked me what I thought it was we were selling? When I replied with what I considered the obvious answer, Pool Sweep, he said, “We’re not selling pool cleaners – we’re selling a clean pool.”

That critical distinction stuck in my mind and in one way or another, everything I’ve done and accomplished in this industry has been based on that kind of transformative concept.  Although I didn’t exactly realize it at the time, Arneson was saying that by understanding the essence of what we’re selling, we’re better able to serve the needs of our customers.  When a prospective client perceives that you are there to meet his or her needs, they’re no longer being sold, instead they feel they’re being served based on what they need and what they want.

The exact same principle holds true when leading people within an organization. The servant leader doesn’t tell people what they need to do, but instead inspires them to apply their skills and talents to the very best of their abilities as part of a collective effort to achieve shared goals.  The servant leader makes it clear that each and every person in the organization is viewed as important. Everyone is a critical part of the team and encouraged to see themselves that way.

When people feel that they are being appreciated and recognized for their best efforts, they become more effective, more efficient and more mindful of the tasks at hand. They become better team players and more respectful of the efforts of their co-workers.  Most important, they become happier and more secure in their jobs.  I’ve seen this work for everyone from vice presidents to the guy sweeping the floors.  Through servant leadership there is no such thing as menial work. A job well done is honored and supported because ultimately having clean floors is viewed as just as important as making the so-called big decisions in the boardroom.  

In fact, a huge part of this style of leadership means the people who are the most impacted by change directly participate in making the most important decisions.  Throughout my career, the majority of the decisions I personally made were by way of identifying the individuals or groups who should make the actual hands-on decisions.  After all, who better to know how to change things than the people who are doing the work?

No one leader can ever be an expert on everything that goes on within an organization, whether he or she realizes it or not. The servant leader recognizes that when the people doing the work make decisions, the quality of decisions dramatically improves and those people feel empowered and motivated to implement change to maximum positive effect.

By contrast, when the guys and gals with the big offices and fancy leather chairs make all the decisions within an organization, oftentimes those decisions seem capricious and dictatorial.  Disconnecting people from decisions that impact them generates resentment and at times even paranoia. That’s when you start to see the corrosive effects of second-guessing and distrust throughout the organization.  The simple truth is, you really cannot count on success when people feel disenfranchised at work. That’s just basic human nature.

That’s why success is ultimately a byproduct of trust. Trust is both the lubricant for effective operations and also the glue that holds an organization together. Where there is trust, your chances of success expand exponentially. Where there is a lack of trust, the exact opposite is true.  I’ve always found that when you trust the people you lead, the vast majority will make sure they’re worthy of that confidence. Far more often than not, they will deliver on that trust and even exceed expectations.

I’ve always found that achievement fueled by trust inevitably becomes contagious. People look forward to coming to work because they see their efforts as something more than simply what they do to earn a paycheck.  They feel a part of something bigger than themselves.  I believe that’s why religion and large social movements are often so galvanizing. When you study the efforts of our world’s most powerful and influential leaders, from Jesus Christ to Mahatma Gandhi to Winston Churchill, you always see a profound ability to instill the belief in all who follow that they are key players in their own destiny.

And that is what I believe our industry needs most – servant leaders who understand that only through clarity of purpose, personal empowerment and genuine trust can we begin to realize our full potential.      

Vance Gillette-Outspoken Industry Advocate

 By Vance Gillette

Long ago, way back in the 1960s during my early days working in the pool and spa industry, I adopted what you might call a professional and even personal manifesto — an approach to doing business that has served me and others very well. I concocted it myself based on characteristics I saw in other successful salespeople and business leaders and have stuck with it over the decades because of the way it’s fueled success and my own feelings of personal satisfaction.

These days, many who know me could tell you it boils down to one little four-letter word-turned-acronym — D.O.N.E.

I’ll explain it here mostly through the lens of a salesperson, but in truth it’s an approach that applies to everyone in all walks of business. The letters stand for Delight your customers, take Ownership, do it Now, and Exceed customer expectations.

I call it D.O.N.E., the art of getting to “yes.”

At its core, I believe that by seeking to delight the customer, taking ownership of the relationship, executing tasks without delay and always seeking to exceed expectations, we are able to elevate and focus our efforts in a way that will consistently stack the deck in favor of success. Whether you’re involved directly in sales, technical support, marketing, production management, in-field service, company leadership or just about any other type of job, D.O.N.E. is about building customer relationships as well as serving others with whom you work. Ultimately, it’s about setting the highest possible standard for yourself and seeing that value system through with everything you do.

From a sales standpoint, it’s how you turn a sales prospect into a lifetime customer. In the broader context, it’s also how you become an effective team player, and for managers, it’s a key to becoming a true “servant leader.” It’s a way to meet and exceed expectations and do so in rapid fashion that maximizes opportunities. When you embrace the D.O.N.E. approach, you demonstrate that you care in a way that transforms the act of selling into a form of partnership between you and the customer. When you broaden its application to all aspect of your working life, it becomes a formula not only for financial success but also for the highest possible level of personal satisfaction.

So let’s break it down, letter by letter.

• Delight: This is all about attitude and the experience you’re delivering as a result of that attitude. When you seek to delight people with your attitude and actions, you’re injecting a level of enjoyment into the process of doing business. It’s human nature to be drawn to positive people and upbeat messages. By contrast, we’ve all been around people who are downbeat and uninspired. It’s amazing how these sad souls can sap your energy and make you eager for the moment when you’re no longer in their presence.

Conducting business should not be a dreary or burdensome process; business is better served by a more buoyant manner of communication and behavior. When you delight in the process, you send a powerful message about yourself and your work product that is based on confidence and sheer enjoyment of life.

Fact is, no one I know wants to be merely satisfied — we all want to be delighted. We see this concept of delight in action at ultra-successful establishments such as Starbucks, Nordstrom’s and certainly the Walt Disney properties. Those are businesses that in their own very different ways inject a sense of delight into the consumer experience and the results speak for themselves.

In a sales setting, the element of delight puts customers at ease and helps open their thinking to the positive experiences they’ll enjoy by saying “yes.” Delight is a way to infuse the selling process with fun and enjoyment, as opposed to pressure and drudgery. By delighting in what you do, you become a cheerful embodiment of the product you’re selling; you reflect a value system of positive thinking and action. And, in many situations, it’s a great way to make price much less of an issue.

If your role is not directly related to selling your company’s product, the element of delight almost automatically increases your value to your employer and co-workers because you are enjoyable to be around and your work reflects the feeling that the work you do is a source of pride and positivity. You become someone others can turn to without reservations. By way of taking delight in what you do, you might even find yourself becoming a source of inspiration for others. I’ve experienced this in my own life and it’s a wonderful byproduct of taking delight, one that transforms just about every experience you have and share. Reflecting delight in a way that is true to your personality is almost immediately infectious, a great way to move toward the all-important goal of “yes.”

• Ownership: This is all about responsibility and accountability. When you take ownership of a situation, task or even a momentary problem, you become a resource for others and an authority on the issues at hand. That’s not to necessarily say you have all the answers at your fingertips, but instead that you will gather the information and resources needed to achieve a positive outcome.

This also instills a sense of confidence in customers and others with whom you interact because we all instinctively gravitate toward people who have the confidence and skill to make things happen. By contrast, when you defer to others too often, it sends the message that you are only a cog in the machine, that answers and solutions reside elsewhere. That can make customers feel insecure and prompt them to seek others for answers or solutions.

By taking ownership, you demonstrate your commitment to achieving a high standard because you are vested in arriving at a positive outcome. You project the image of someone who doesn’t make excuses but instead finds answers. No matter what you do for a living, whatever role you play in the grand scheme of things, when you take ownership of your work you increase your own value in the eyes of others because you demonstrate a high level of commitment to the process and have a stake in what happens as a result of your actions.

• Now: We live in a world where people want what they want and, most the time, they want it immediately. Patience and deferred gratification are not virtues readily embraced by people making purchasing decisions, and therefore we find great advantage in taking on tasks in the here and now without making customers wait.

I believe that’s part of basic human nature: We want it now and we want it “done” without unnecessary delay. That doesn’t mean you have to answer every question, achieve every goal or solve every problem instantaneously — that’s an unreasonable expectation. The “now” in this equation means you move forward without hesitation and deliver results in an accelerated manner. Doing so helps you develop and maintain momentum, avoid procrastination and approach tasks and issues at hand with a sense of urgency and determination. Immediate action also helps diminish the often-toxic effects of second-guessing and self-doubt.

When you combine immediate action with delight and ownership, you become your own engine of positive energy, and that is extremely attractive and infectious in the eyes of others. It sends a message to customers that through their decision to partner with you on the road to meeting their desires and expectations, they themselves are signing on to a program of strong and decisive action. They gain a sense of comfort that comes with knowing that their priorities are your priorities, that you care enough to make meeting their needs an immediate action item.

On a purely practical level, when you move with alacrity, you accomplish more in less time and the process of doing your job becomes filled with a sense of purpose and constant forward motion. You avoid the energy-sapping muck of boredom and replace it instead with the emotional rocket fuel of personal and professional empowerment.

On a more tactical level, taking swift action also means you’re likely to beat your competition to the punch. In many cases, that can spell the difference between walking away with the business or being forced to walk away from customers while they take their dollars elsewhere.

• Exceeding Expectations: When you become someone who takes delight in what you do, takes ownership of the process or situation and does so immediately, you set yourself up for the final element in the D.O.N.E. formula — you become someone who is able to not only meet, but exceed expectations.

One of the worst habits salespeople fall into is taking the seemingly easy road by promising anything and everything to the customer just to close a sale. Exceeding expectations begins with being realistic and truthful with your customers or co-workers. For example, if you know it takes three weeks to deliver a product, don’t tell them two just for the sake of expedience. In the end you’re only going to wind up disappointing the people who have made a purchasing decision based on the information you provided. If anything, it’s better to tell them delivery will be in four weeks and then deliver in three.

But that’s just a small part of what I mean when talking about exceeding expectations. In a larger sense, the commitment to always seek a higher bar means you are elevating your own game in a way that impacts everything that goes on around you. It demonstrates the pride you take in your work and reinforces your reputation as someone who not only gets things done, but does so on a level that is far beyond some kind of minimum standard.

Exceeding expectations is probably the best way I know to earn customer loyalty and confidence. It’s simple common sense: When customers have a positive experience through you and your product that is beyond what they expected, they’re naturally inclined to turn to you over and over again. That’s why no matter what you do, when you work above the expected standard, you will set yourself and your organization up for sustained success.

All of this is why the word D.O.N.E. is so important to me. I’ve seen it work countless times across the widest possible spectrum of human endeavor. It doesn’t matter if you mow lawns for a living, conduct research in a nuclear physics laboratory or sell swimming pools, this simple set of standards will help propel you toward almost unlimited levels of personal and professional achievement.

When I first embraced D.O.N.E., I immediately learned it was the Holy Grail in terms of success in sales. As I expanded its use in all other areas, I’ve come to believe it’s a blueprint for happiness at work and elsewhere. Quite simply, it’s the best way I know to truly get things....DONE!

Vance Gillette is an outspoken proponent of the pool and spa experience. An industry leader with 48 years of experience, he has traveled extensively through the U.S., Europe, Canada and Australia representing such prominent firms as Arneson Products, Jandy Products, Teledyne Laars, Waterpik Technologies, Zodiac Pool Systems and now…Vance Gillette Ventures

California is currently experiencing the most severe drought conditions in 500 years according to some sources, and certainly the worst in our lifetimes. How bad is it? 

As we enter the fourth straight year of below-normal precipitation, reservoirs and aquifers across the state are at record lows, and the all-important snow pack in the Sierras is currently non-existent. Last year marked the driest year since 1840 and so far, 2014 has seen close to zero precipitation statewide. 

For a state whose history is largely defined by the politics of water, California is facing an unprecedented crisis. And amazingly, it only looks to get worse as all weather models point to sustained dry weather. 

The implications for the pool and spa industry’s largest regional market are potentially catastrophic. When we’ve faced droughts in the past, pools are one of the first things hit with draconian water rationing measures, including complete bans on filling pools, whether new or for repair purposes. 

In areas where those measures go into effect, the industry is essentially shut down. No one buys or repairs pools and the economic impact is devastating. And now, with our industry only recently recovering from the mother of all recessions we just experienced, the timing couldn’t be worse. 

The reasoning behind such moratoriums is both obvious and tragically false. In addition to being seen as a luxury item, pools are considered water wasters by many. It’s a perception that is hard to shake, even though it’s been proven time and time again that pools use less water per square foot than lawns. 

And no one cares to acknowledge that pools are reservoirs that can be used to fight fires, which naturally increase in frequency and ferocity during droughts. 

If I sound alarmed, it’s for good reason. I’ve been through this before, particularly in the mid-70s and early ’90s when we experienced severe drought conditions — none of which were as bad as this. 

As was the case then, the only organization standing between our industry and the devastating impact of mandatory rationing measures is the California Pool & Spa Association (formerly known as SPEC). This organization has a long track record of successful lobbying efforts, particularly on the state government level. CPSA President John Norwood is, in my opinion, a wonderfully talented lobbyist — if there’s anyone up to the task of pushing back against wrongheaded rationing measures, it’s John. 

But CPSA needs our help, which is why I’m openly asking you to join CPSA or make a donation so they can sustain their efforts during what looks to be a long and hard fight to essentially save our industry in the Golden State. 

If you’re wondering what can be done to push back against rationing measures, let me share some ideas I received recently from Craig Sears, president of Sears Pool Management in Sandy Springs, Ga. Sears is a member of the local APSP chapter and was heavily involved in fighting pool filling moratoriums during the severe drought that hit the Southeast a few years ago. I was extremely impressed with the list of measures he offered. 

• Change the perception that pools are water wasters. Operated correctly, pools conserve water in a clean and useful state. Pools can be tapped as emergency sources of water, especially when fighting fires — but only if they are maintained. 
• Unmaintained bodies of water quickly become health hazards, breeding bacteria and disease-carrying mosquitos. Contact your state health department and ask them to issue a statement to this effect. 
• Find lawmakers with a stake in the issue, such as those with pools and spas who enjoy swimming or whose kids participate in aquatic sports. Ask them to help.
• Contact local news agencies to help get word out of the importance of swimming pools in learn-to-swim programs and the fight against childhood obesity. It helps to hire a PR expert to get media exposure. 
• When you do get media exposure, control the message. Make sure you and your association members are on target, and don’t go rambling on about something that’s going to distract from or implode your message. Give the media specific people to contact for comment, and make sure those people are ready to give their story. 
• Contact aquatic sports organizations like USA Swimming, USA Diving, US Water Polo andSynchronized Swimming Associations, as well as theAmerican Swimming Coaches Association. Such groups have grassroots manpower and common interests. Members of the ASCA in particular can mobilize a vast group of people, from athletes and their parents to college and Olympic training programs. 
• Take a proactive approach by coming up with water conservation tips for pool owners from the industry/APSP. The industry should demonstrate that it cares and wants to help, not that we’re just being selfish and protecting our own interests. (I have a sample I can send upon request.)
• Support lobbying efforts and organizations. 
• Pass the hat. Ask the industry and vested parties to chip in to help cover the costs of implementing these strategies. At the time, we didn’t have a fund for this sort of thing. Going forward, we should maintain a government relations fund and consistently ask for donations to this fund so that we’re ready the next time an issue comes along.

Much thanks to Sears for this litany of potent suggestions. 

My hope is that if we band together with the CPSA and aggressively implement these measures, the California industry will weather this crisis. 

Otherwise, we may wither instead. 

Vance Gillette is an outspoken proponent of the pool and spa experience. An industry leader with 47 years of experience, he has traveled extensively through the U.S., Europe, Canada and Australia representing such prominent firms as Arneson Products, Jandy Products, Teledyne Laars, Waterpik Technologies, Zodiac Pool Systems and now…Vance Gillette Ventures.

Economics is all about perception. If you doubt that’s true just talk to any stockbroker. For better or worse, buying and selling decisions in our financial world are largely based on perception — perception of current conditions and more important of the short and long-term prospects for return on investment. 

With that in mind, I’ve noticed a habit of thinking within the ranks of our industry that is unproductive, arguably even corrosive. For whatever reason, be it politics or the hangover from the last recession, many people among us have a dreary view of the economy – despite a bevy of economic indicators that by contrast paint an extremely positive picture. 

Because there’s such a huge psychological element to economics, I believe it’s in our shared interest to shed that downbeat assessment and instead replace it with an enthusiastic acknowledgement that, right now, a great many of the economic cards are face up in our favor. Check out these specifics: 

The stock markets are thriving. This past March saw the DJI hit its highest close ever and is currently up 170 percent from its nadir. The S&P 500 is up 187 percent since the market low on March 9, 2009, while the NASDAQ is up a whopping 265 percent. 

Home values are improving with prices up over 11 percent last year and continuing to rise through the first quarter of 2014. Home values in more than 1,000 U.S. cities are expected to surpass their pre-2008 levels within the year, according to a new report released by Zillow. And as home values grow so too does the availability of equity-based loans for home improvement, the single most important factor driving the boom years prior to the recession. 

The rich are getting richer. This may cause some pundits to fret over income disparity, but let’s face it, for our industry, which largely targets affluent consumers, the swelling ranks of the rich is good news. According to Credit Suisse, the United States is expected to have 16.9 million millionaires by 2017. (Millionaires are defined as those with total assets minus debts of more than $1 million). That would mark a 53 percent increase from America’s 11 million millionaires today. 

And, there’s this wonderful nugget: the Baby Boomer generation is currently in the process of inheriting the largest transfer of wealth ever from their parents and grandparents. According to a 2010 study, “Inheritance and Wealth Transfer to Baby Boomers,” commissioned by MetLife from Boston College’s Center for Retirement Research, two-of-three boomers should get something, with $64,000 being the median amount. The study anticipates an inter-generational transfer of wealth totaling $11.6 trillion, including some $2.4 trillion that has already been gifted.

I’m certainly not saying there aren’t issues that warrant concern, e.g. stability in foreign currency markets, burdensome government regulation and our baffling tax code to name a few biggies. Truth told, I can’t rem

ember a time when there wasn’t some form of economic bogeyman waiting in the wings. Sometimes those concerns materialize, such as the housing market bubble bursting at the end of 2008. Other times, our paranoia is just that. Remember the Y2K scare? 

The bottom line in all of this, I believe, is that we’d do well to embrace the fact that our industry’s prospects are as good as ever. By “embrace” I specifically mean it’s high time to double down and promote the sweeping benefits of pool and spa ownership and do so with confidence and the full power of our convictions. 

That kind of positive messaging could and should be contagious, but it has to start with our ability to recognize the opportunities that are currently on the upswing. 

Vance Gillette is an outspoken proponent of the pool and spa experience. An industry leader with 48 years of experience, he has traveled extensively through the U.S., Europe, Canada and Australia representing such prominent firms as Arneson Products, Jandy Products, Teledyne Laars, Waterpik Technologies, Zodiac Pool Systems and now…Vance Gillette Ventures.