Editorial Advisory Board: January 2019

January 16, 2019 -  By
Editorial Advisory Board graphic (Graphic: Landscape Management)

Graphic: Landscape Management

What can landscape pros do to follow through on their 2019 growth plan?

Landscape Professionals

Richard Bare
Arbor-Nomics Turf
Norcross, Ga.

“I would read and apply everything in the book ‘Traction’ by Gino Wickman. It will get you to all your goals, I guarantee.”

Troy Clogg
Troy Clogg Landscape Associates
Wixom, Mich.

Paul Fraynd
Sun Valley Landscaping
Omaha, Neb.

“Put the plan in writing with clear goals and share it with your team. Get your leaders involved in the planning process and give them each metrics they are accountable for to reach the team’s goals. Be open and transparent with your team on what you want to accomplish …. they will help you get there!”

Luke Henry
ProScape Lawn & Landscaping Services
Marion, Ohio

“We have to intentionally train and develop our people. Our ability to grow our business is directly proportional to the investment we make in the people in our business. The team with the best players on the field will win.”

Chris Joyce
Joyce Landscaping
Cape Cod, Mass.

Aaron Katerberg
Grapids Irrigation
Grand Rapids, Mich.

“Well to start, it depends what the company’s plans are. The U.S. has had 10-plus years of growth now and our plans need to keep that in mind. Long-term relationships are really what build a company beyond being the low bidder in a great market. Plans should be based far beyond 2019 and incorporate a long-term vision instead of just a reaction to what is directly in front of you. This means … focusing more on what you are great at and eliminating pieces that will go away or be losses when the economy heads back down. Marketing and sales drive growth. Not all growth is good growth, though. In a strong economy, it is too easy to take on things that aren’t in your best interest if you don’t have a long-term vision for your company.”

Jerry McKay
McKay Landscape Lighting
Omaha, Neb.

“Have a person on your admin staff schedule a monthly meeting with your key personnel and track your goals.”

Bryan Stolz
Winterberry Landscape & Garden Center
Southington, Conn.

“We start with a deep-dive of the prior year’s financials and key metrics, including customer retention rates, backlog and crew capacity … Together, we then set financial budget targets for each department and follow up with monthly financial meetings. We make sure that the goals are supported with the required resources to achieve goals sustainably.”

Greg Winchel
Winchel Irrigation
Grandville, Mich.

Industry Consultants

Dan Gordon
Newton, N.J.

Marty Grunder
The Grow Group
Dayton, Ohio

“No company can grow with the owner doing everything … they have to learn how to properly delegate, equip and empower their team to do the work. So, share your plan with your righthand man or woman and ask them how they feel they can help you. And have them cascade that message to their direct reports and on and on and then stay out of the way as much as possible, while your team learns how to do the work, that’s how I’m growing Grunder Landscaping Co. and that’s how you grow a business beyond the owners.”

Phil Harwood
Grow the Bench
Grand Rapids, Mich.

“Review documented growth plans with your leadership team on a weekly basis.”

Kevin Kehoe
3PG Consulting
Laguna, Calif.

“First, keep the plan simple … Start with retention of key managers (proper pay) and hold them accountable for customer retention. The No. 1 driver of financial success. Second, invest in information technology to make it possible for your managers to succeed and your customers happy.”

Jeffrey Scott
Jeffrey Scott Consulting
Trumbull, Conn.

“Develop it with your leadership team, with everyone having accountabilities.”

This article is tagged with , and posted in Expert Insights, January 2019

Comments are currently closed.