Building Better Landscapes Through
Building Better Landscape Managers
Paul Woods, Region Consultant - Florida
 The Grapevine is a resource to our clients and we have found that many contractors also read the newsletter as a conduit of information and a resource to find innovations or new paths.
This article is directed to the contractors. The premise is simple; our industry is challenging enough, so without developing better staff, you risk losing customers and business. The winter is a great time to take stock in the people who make your company go; the Landscape Manager.
 In the “OLM-world,” we hear from your clients that what is often missing from exceptional service is communication with customer-oriented detail, management attention and a sense of urgency. After your marketing efforts, sales presentation and the contract is signed; developing a winning business relationship many times will rest on the person running the account; the Landscape Manager.
 According to Burton Goldfield, president and CEO of TriNet, a California based executive staffing agency, many companies don't invest in proper management training for newly promoted managers. In times of economic turmoil, training programs are often the first to be eliminated in an effort to cut costs. While this may seem like an easy fix, it's actually the wrong choice and one that reveals a lack of big-picture thinking. In fact, a study conducted by Spherion Atlantic Enterprises LLC revealed that 61 percent of respondents who received training or mentoring said they were very likely to remain with their current employer for the next five years or more.
In a 50:50 world, an advantage of eleven percent, is a no brainer.
What qualities do clients seek in a “Landscape Manager” and what training could I provide to make a better manager?
 Communication: Even with the advances in communication via cell phones and email, a written report is an excellent tool to show commitment to the site details or unique conditions of the client’s property. But for many Landscape Managers, they have never been asked to develop a strong written ability. For some, it comes from lack of use, English that is a second language, or sometimes, a lack of confidence.
 A great training exercise is to have your managers write practice project summaries and share them within their peer or mentor group. The group then critiques the information to help create concise and professional business communication.
Set these goals:
- Describe conditions honestly.
(insect pressure, weather, current quality conditions)
- Make clear statements about locations. (if it is not everywhere, be specific)
- Avoid jargon or trade terms that might confuse.
- Be direct in accounting for challenges and problems.
- State what can or cannot be done and a clear timeline.
 Many times, “sugar-coating” issues leads to miscommunication, misunderstanding, and then a cascade of extra work to correct the resulting misperceptions. Having nothing to say is taken as “nobody is watching the store.” The OLM Specification contains EXHIBIT “D” SAMPLE WEEKLY MAINTENANCE WORKSHEET. This tool was developed to give the Landscape Manager a formatted document to tell their story on a weekly basis. If it is more than a month old, consider it old news.
 In written communication, the author controls the tone, content and meaning. With practice, excellent written communications can become assets for renewal of business and presenting a more Professional Landscape Manager. Building a stronger written skill set among your Landscape Managers will enable your company to improve customer service, retention, and gain the reward of staff whose contribution is valued.
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