Talking To Lifeguards

How equanimity without temerity makes you a better waterfront director

By Chris Thurber

Larry, the waterfront director at Camp Whatsit, was on top of his game. He boasted new certifications in swimming instruction and lifeguarding from national organizations, had been teaching swimming for four years at his town’s parks and rec department, and even turned down an offer to be the head lifeguard at the local beach to become the waterfront director at Camp Whatsit.

Photo: © 2021 YMCA Camp Belknap

On one particularly hot day last summer, some 50 buddy pairs showed up for the optional Free Swim activity period—the most campers Larry had ever had on the dock at once. Because the leaders’ soccer game was running late, Larry didn’t have all the guards who were assigned for that swim. Not wanting to reduce Free Swim time for the eager crowd of clammy kids, Larry spaced out the four lifeguards he had and blew his whistle to start the swim.

After about five minutes, he noticed two of the lifeguards near the deep end chatting and hanging on their poles, dripping with sweat and squinting in the sun; neither had his eyes on the water. Seeing that they were neglecting their duties, Larry blew two quick blasts on his whistle and shouted from the shallow end of the dock: “Hey, you two! Yeah, Pete and Mike. What’s a lifeguard’s most important job? Spread out and keep your eyes on the water!”

If you’ve worked at any aquatic facility, you know a Larry. Trained, yes. Qualified, no. Leadership at the managerial level requires discretion, not just decisiveness. It’s important that Larry spotted two lifeguards who were not scanning their zones, but publicly scolding his staff members will cost him respect. You may have also noticed that Larry took two unnecessary risks:

(a)    exceeding the camp’s established safe ratio of lifeguards to buddy pairs

(b)    putting guards on duty without first letting them cool down and don sun protection.

Entire books have been written about aquatic safety at summer youth programs, the best of which is Dr. Cathy Scheder’s Camp Waterfront Management. In addition, I have offered guidance on specialized topics in lifeguard training and waterfront design in past issues of Camp Business. In this article, I want to shift focus from lifeguarding and safety to the leadership skill of how to talk to lifeguards. Faithful adherence to the camp’s policies and procedures hinge on the respect staff members have for their supervisors.

Lack of respect for waterfront supervisors, aquatic directors, pool managers, and head lifeguards (which I will refer to collectively as “waterfront directors” or “WDs”) is notoriously difficult to detect. Because the consequence of poor lifeguarding can be drowning, most lifeguards and lookouts take their aquatic responsibilities seriously, regardless of how their WD treats them. Moreover, knowing that lifeguarding is a high-stakes endeavor inclines staff members to overlook the harsh tone or brusque demeanor of the waterfront director. Plus, aquatics, because it is so much fun, will always be one of the most popular activities at summer youth programs.

In the example above, Pete and Mike may forgive Larry for upbraiding them in front of everyone simply because they know they are wrong, or they know how risky swimming can be, or they know everyone is still having fun. True, they may have less respect for Larry, but Larry may never detect that. As far as he is concerned, he is doing a great job. Yet, excusing bad leadership doesn’t magically transform it into good leadership. Staff members may brush it off, but Larry’s poor handling of this stressful situation may mean that these same staff members may continue to show up late for duty throughout the summer. Why work hard for a guy who doesn’t show more respect for staff members or regard for campers’ safety? These lifeguards may also continue to chat with one another while on duty… as long as Larry isn’t looking. Fortunately, pools, natural waterfronts, and waterparks can all be held to the highest standard of excellence without Larry’s version of troublesome talk.

Here are seven ways that WDs can talk constructively to lifeguards and lookouts:

1. Talk excitedly. Six months before opening day, WDs should correspond with all of the incoming staff members about renewing their certifications or acquiring new certifications from nationally or internationally recognized aquatic organizations. Too many staff members wait until a couple of weeks before opening day, at which time it’s usually too late to find and join a class. This pre-arrival correspondence is also a good time to review expectations for in-service training, job responsibilities, and camp policies that relate to the waterfront.

2. Talk clearly. During the week or more of on-site training, WDs should talk specifics about the facility, including the unique features, benefits, and hazards of the natural and artificial bodies of water. WDs should also communicate the importance of staff members setting a good example for campers. Before practicing and drilling emergency-action plans, WDs should talk clearly about how this particular facility keeps everyone safe during their time in and near the water. Certifications are only the first step in training lifeguards.

3. Talk generously. Begin every interaction with every staff member and camper believing they have the best intentions. Yes, they will make mistakes, and yes, they will learn from those mistakes. But WDs should always consider that deficient training, paltry communication, or competing demands cause mistakes. WDs should help create a camp culture where feedback is understood to be for the greater good, for skill development, and for everyone’s safety. WDs should always own their mistakes and be forthcoming with their praise and criticism of others.

4. Talk individually. Rather than suffer Larry’s fate, WDs should speak with lifeguards one-on-one whenever possible. Shouting voice is best reserved for joyous encouragement, such as cheering on campers at a swim meet, or for true emergencies, such as activating the camp’s aquatic EAP or lost-bather drill. Yes, lifeguards, swim instructors, sailing staff, and other aquatic personnel will have to raise their voices to be heard by campers with water in their ears, luffing sails in their faces, gurgling boat motors nearby, or just physical distance. At those times, all staff members must pay attention to their tone, lest volume be mistaken for anger.

5. Talk in print. The WD is a high-visibility position at camp, with many required public-speaking opportunities. Lest the staff tire of the WD’s voice and tune it out, be sure that key rules are posted as signs for all staff members and young participants to see. In addition, WDs are responsible for updating the in-print and on-line versions of the staff-training manual’s aquatic section. This essential reference is something site visitors and inspectors will want to see. It’s also something that staff members will look at when they are hesitant to ask about anything they should remember from in-service training.

6. Talk joyously. Ensure that feedback for staff members includes more praise than criticism. Certainly, they are doing more things well than poorly, so keep performance in perspective. WDs should highlight their staff members’ creativity, successes, and skills, especially in front of campers. WDs can begin a round of applause after staff members perform weekly underwater search-and-rescue drills, back-boarding practices, and other routine-but-rigorous training and maintenance tasks.

7. Talk positively. Memories last longer, and moods are happier when WDs state their requests by naming the target behavior, rather than naming the wrong and then adding a negative word, such as don’t, can’t, or never. Consider how much more effective these positive alternatives are:

• “Walk, please!” rather than “Don’t run!”

• “Swim with your buddy!” rather than “Never be farther than 10 feet from your buddy!”

• “One person on the diving board at a time!” rather than “Never get on the board when another person is using it!”

• “Remember your towels!” rather than “Don’t forget your towels!”

My references to talking in this piece are also a shorthand for other kinds of interactions. When we are excited, clear, generous, attentive, joyous, and positive, we lead others to be their best selves. And, of course, WDs must not only talk, but they must also be excellent listeners. Thank you for listening to this former WD share his thoughts on effective management. Have a great summer!

Dr. Christopher Thurber is a thought leader in education and youth development. He has dedicated his professional life to promoting social and emotional adjustment for young people who are spending time away from home at boarding schools, summer camps, and hospitals. Most recently, he co-founded Prep4Camp and Prep4School to share homesickness prevention techniques and academic success strategies with the world. Dr. Thurber has been invited to present keynotes and workshops on five continents and is an award-winning contributor to international conferences, magazines, radio shows, and television broadcasts. Learn more, download resources, and subscribe to fresh content by visiting DrChrisThurber.com