Don't Get Mad - Get Maddy!

Welcome back for the second half of this episode, where Natalie Hood (The Grit Game) sits down with Maddie Vandiver from The Pool Butler and turns “aquatic leadership” from a vague buzzword into something you can actually use. Maddie’s story starts where a lot of strong aquatics careers start: in the water. Lifeguarding, wave pool duty, swim lessons, coaching, and the realization that when she tried to leave aquatics behind, it didn’t take long before she came right back—because this industry isn’t just a job, it’s a place people belong. From there, Maddie’s path moves fast: maintenance tech, running commercial routes, stepping into repairs, then taking on maintenance supervisor responsibilities, and ultimately stepping into a formal company trainer role. What makes her stand out is not the title, but the mission behind it: she’s obsessed with standards, safety, and building a team that doesn’t fall apart at the weakest link.

This segment hits several leadership myths head-on, starting with the idea that one training program fits all regions. Maddie breaks down why that fails in the real world: people learn differently, staff goals vary wildly, and even within one state the climate, equipment norms, and fuel infrastructure can change how pools are operated and serviced. Her approach is individualized training paths for everyone, including office staff, based not only on what the employee needs right now, but where they want to go next. She also explains the risk of “one-size-fits-all” training creating “robots”—teams who can repeat steps, but freeze when anything unusual happens. Her north star is simple and brutal: teach the why, because without it you get compliance, not competence.

From there, the conversation shifts to what a trainer’s role should actually be. Maddie makes a strong case that training isn’t just teaching skills—it’s developing people. Being effective means being personable, building trust, and being available when problems hit. She and Natalie talk about how the best leaders don’t have to be overly personal, but they do need to be human, because a few minutes of real connection can reset a tech who just had a rough customer interaction or a stressful site situation. They also touch on how mentoring doesn’t stop when someone changes jobs—the industry is small, relationships last, and strong pros keep strong resources.

Another myth gets put on trial: managers don’t need aquatics experience. Maddie gives a balanced take—business acumen matters, but aquatics knowledge is essential because the stakes are different here. This is not an industry where you can “learn it later” without consequences. When you mix water, electricity, and chemicals, safety becomes non-negotiable, and decision-makers must understand the significance of operational risks before they become incidents. She explains that the right balance looks like a manager who knows enough aquatics fundamentals to recognize urgency and risk, and enough business fundamentals to make operational decisions that don’t light money on fire—like routing inefficienci

The Grit Game
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