FOR IMMEDIATE RELEASE

The Harvest Group Releases the Industry’s First Recruiting Tool Kit For Landscape Contractors

Proven Landscape Industry Tips, Tactics and Techniques for Finding and Getting “On Board” The Right People

April 16, 2012 – Finding good people from crew foremen to account managers to sales representatives, is still the number one challenge facing landscape contractors. Whether you are trying to grow or simply maintain your business, not being able to identify and hire the right people can be a challenge.

Landscape contractors who can’t find the right people end up falling into the following traps:

• Sending out an inferior workforce into the field to service customers.
• Being held hostage by their current workforce.
• Not being able to grow and risk losing business due to the lack of good people.

That headache will disappear this spring with the introduction of the Harvest Group Recruiting Tool Kit. Designed for landscape contractors of all sizes, the Recruiting Tool Kit will include Bill Arman’s new book, The Harvest Way for Recruiting and Hiring the Right People.

Arman, the former vice president of human resources for Valley Crest Landscapes, has interviewed more than 5,000 job candidates in his career, and successfully hired hundreds of landscape professionals. His extensive knowledge and experience will benefit users, and put them on the right track.

The 133-page book will help build your recruiting machine and includes the following plus a whole “bunch” more:

• Harvester Helpful Hints: More than 100 helpful bullet items to help build your recruiting machine.
• Short Stories: 14 Lessons Learned with examples of recruiting successes.
• Sources: 28 time-proven sources to find the right people.
• Sample Tools: 16 Sample Tools including: Job Outlines and Interviewing Questions

The Video Series

A unique feature of the Recruiting Tool Kit is Harvesters Bill Arman and Ed Laflamme leading you through the key lessons covered in the book, step-by-step, all on video.

The Workbook

• The workbook is where the Harvesters provide detailed information on how to implement your company’s recruiting strategy. Along with a video guide conducted by Harvesters Bill and Ed.

The Recruiting Tool Kit also includes the “Recruiting Toolbox,” a collection of valuable tips and information on effective interviewing techniques and how to structure your recruiting efforts. All the tools are downloadable and easily accessible for landscape contractors and include:

• Job descriptions, performance reviews, screening and interview questions for five key positions: gardener, crew leader, account manager, business developer and branch manager.
• Sample employment documents including the 360 Review, Offer Letter, Thanks but No Thanks Letter, On Boarding Check List, 10-15 Report and Benefit Summary Sheet.
• Tools to organize the hiring process including how to handle exit interviews, examples of advertising pieces and recruiting flyers, how to develop bonus and sales commission programs, and sample pay ranges.

Put your recruiting problems behind you. Pre-order your tool kit today and get a 20% discount! For more information on the Harvester Recruiting Tool Kit visit here.

Harvester Steve’s HR series, “The Top 10 Most Serious Human Resources Mistakes That Companies Make” appeared in Lawn & Landscape magazine. The series now appears in podcast form for the on-the-go landscape contractor.

Click Podcast #29 in the sidebar to the right — >
as you follow the outline below

A few handy notes appear below to assist in the process.

Wrongful termination typically occurs when a worker is fired for reasons that are discriminatory, unlawful or inconsistent with company procedures.

Key issues concerning wrongful termination that landscapers should know about

Wrongful termination claims are usually based on one of three points:

• First, the termination must have been without “cause” and the employee had an express employment contract or an “implied” contract based on the circumstances of hiring.
• Second, wrongful termination can occur whenever an employee is fired due to illegal discrimination (e.g., race, gender, sexual preference, age).
• Third, wrongful termination can occur when a termination contradicts “public policy.”
  • For example, wrongful termination would be evident if an employee is terminated for:  identifying an illegal company action (i.e., retaliating against a whistle blower), refusing to perform an illegal or unsafe act, or filing a workers’ compensation claim.

What are some of the best practices throughout the landscape industry that help landscapers minimize the likelihood of committing wrongful termination.

• First, all Best in Class companies have a strong “at-will” policy, positioned in the five proper locations in their employee handbooks, with a signed acknowledgment form from every employee.
• Second, Best in Class employers have ample, convincing, and accurate documentation that supports terminating an employee legally, capable of withstanding wrongful termination claims.
• Third, Best in Class organizations have effective performance management programs (e.g., job descriptions, performance evaluation, action plan) that address individual performance issues.
• And fourth, Best in Class companies, don’t fire employees quickly; they follow a consistent and evidence-based process.

If you have any questions about Wrongful Termination or any human resources related question send an email to Steve

In our next Grow Show podcast,  Harvester Steve will share the Fifth Most Serious Human Resources Mistake Companies Make when he shares some valuable insight about Workers’ Compensation.

Head Harvester Steve Cesare is our point person to help companies improve their human resources programs.  If you have any human resources questions for Steve send him an email or call him on his cell phone at 760-685-3800.

Harvester Steve’s HR series, “The Top 10 Most Serious Human Resources Mistakes That Companies Make” appeared in Lawn & Landscape magazine. The series now appears in podcast form for the on-the-go landscape contractor.

Click Podcast #28 in the sidebar to the right — >
as you follow the outline below

A few handy notes appear below to assist in the process.

The Employee Handbook is a critical tool in communicating policies to employees, specifying benefits programs, and outlining key procedures to ensure legal compliance.

• First, generic Employee Handbooks are not usually current on all of the local, state, and federal laws that may affect a company’s operation.
• Second, generic Employee Handbooks presume “one size fits all.” That is like saying that the Valley Crest Employee Handbook is the best fit for Ed’s Landscaping Company with 15 employees. While we certainly know that is not the case; we also know that could severely increase the company’s liability.
• Third, generic Employee Handbooks don’t maximize the employer’s need for flexibility.  While certain laws are very straightforward, a good Employee Handbook provides an employer with some discretion that can support the company’s best interests.

Best practices from across the landscape industry that will help landscaper contractors improve the quality of their Employee Handbooks.

• First, all Employee Handbooks should be reviewed by a qualified human resources professional or employment lawyer each year.
• Second, a company’s Employee Handbook should be revised every year, distributed to every company employee every year, while receiving a signed Handbook Acknowledgment Statement from every employee.
• Third, independent contractors and employees from temporary staffing agencies must not receive an Employee Handbook.
• Fourth, Best in Class organizations actually ensure their business practices conform to the content found within their Employee Handbook.
• Lastly, Best in Class companies review the Employee Handbook thoroughly as part of their New Employee Orientation program to make sure those employees are clear about the company’s expectations.

The 10 Fundamentals for Growing Forward Leadership

In this e-newsletter, the Harvesters present the 10th and final fundamental for

“Growing Forward Leaders” to model and implement with their team during challenging times.

Remember you leaders out there: “It all starts and ends with you, the leader.”

Our last fundamental focuses on a fun part of our role as a leader and one that needs to be embraced by “Growing Forward Leaders” and “Best in Class” companies: Celebrate! Yes, CELEBRATE!

Fundamental 10:  Celebrate!

Here are some ways that leaders and organizations can CELEBRATE!

Make Time to CELEBRATE:

• Celebrate both Great and Small Victories!
  Find simple things to celebrate and be positive about. Hey we are, persistently performing and persevering and we are still moving  forward in a positive ways with: ________(fill in the blank) our growth, our client retention, our safety record.
• Be Thankful and Grateful for What you do Have
  Don’t wallow in woulda’, coulda’, shoulda’. Think about what you do have and just be thankful, OK?
• Adopt an Attitude of Gratitude
  We have the opportunity to choose our attitude every day. What attitude do you choose? As the leader of your organization you need to set the tone each day. Ask your people what your tone is. This will give you perspective on what attitude you are projecting.

“Growing Forward Leaders” please ask yourselves:

When was the last time you and your organization CELEBRATED something? If you answered I can’t remember then remember this: we all need to stand back and put things into perspective and take a little time out to CELEBRATE. It doesn’t have to be elaborate or cost anything, but it does take a little time and thought. Being the leader, you can create such a positive influence by having a little fun and celebration.

How to CELEBRATE:

Now I know I don’t have to tell the majority of you out there how to celebrate because I’ve celebrated with several of you personally, but here a few tips for those who have forgotten or are just too darn busy to recognize the importance of this fundamental.

• Spontaneous or Planned
  Throw a pizza feed, a barbecue or go bowling and celebrate! Have a section in your staff meeting to celebrate. Have a board in your shop or office to post victories. Maybe a “Wall of Fame” with letters and e-mails from happy customers. Heck, I can remember we used to celebrate our first rain day of the season with a taco feed for our supervisors to celebrate the end of summer! We used to have code words “planning meeting tonight” for pizza and libations at the local brewery. Many great ideas were actually written on napkins during these sessions that were later successfully implemented, honest!
• Meals and Gatherings
  Usually there is nothing quite like a bite to eat to go along with your celebration. One of our Harvest Group members recently took all of their middle mangers and their spouses to a fancy restaurant at a Disney Resort to CELBRATE their outstanding safety record and lower worker comp mod rate! Try to incorporate some eats or treats with your celebrations.
• Rewards and Recognition
  Sure money is a nice way to help with celebrations but it doesn’t have to be a monetary reward. Verbal acknowledgment in front of the group is a simple as it gets, and often goes a long way. Maybe it’s some time off, a coveted parking space, an upgraded vehicle, a gift card, a dinner for the family or spouse and employee, a family portrait, a weekend getaway, or a trip to the PLANET GIC. Keep it simple, be specific with what it’s for and keep them coming. Positive reinforcement goes a long, long way.

“Growing Forward Leaders” recognize the importance to make the time to celebrate. Leaders use this fundamental to help build their team “esprit de corps” or “team spirit” and foster a truly positive culture.

So there you have the 10 Fundamentals for “Growing Forward Leadership.” We suggest that you keep these in mind when you are thinking about ways to lead your team through challenging times like we experiencing in today’s turbulent environment.

If you would like to learn more about becoming a Growing Forward Leader please contact us

- Harvester Bill

Today’s leaders are faced with business challenges as tough as any over the past 35 plus years. In order to provide the needed leadership for their organization’s success, leaders today need to demonstrate some very fundamental leadership skills and behaviors.

To date, we have reviewed eight fundamentals:

1 – Work Hard (and Smart) and Perform
2 – Radiate Confidence and Optimism
3 – Enlist and Enroll vs. Command and Control
4 – Drive Change and Innovation
5 – Foster Cooperation and Collaboration
6 – Sharpen the Saw – Your Saw
7 – Communicate and Communicate Some More
8 – Reflect, Connect Decide and Do

Remember you Leaders out there: “It all starts and ends with you, the leader.”

In this e-newsletter, the Harvesters present the 9th fundamental for  “Growing Forward Leaders”  in challenging times which focuses on: People

Fundamental 9:  Surround Yourself with the Right People

Growing Forward Leaders need to take a GOOD look at who you surround yourself with: Team Members; Customers; Peers and Coaches/Mentors

Team Members:

The Potential Pool of Team Members include: Sacred Cows; Raptors and Labradors: Dogs and Stars; No-Nos and Know-it-Alls; Organizational Terrorists and High Potentials; Gossip Mongers; Yes, You’re Right Boss (Kiss Butts) and the “A” “B” and “C” levels of performers.

You as the leader must continually take an honest look at your team members that you are surrounding yourself with:

Here are some tips:

• Take inventory of your people assets regularly
• Take good care of your keepers and make sure you keep them
• Lose the losers who are taking up valuable time, energy and space
• Always be looking for talent; if you can’t hire now practice “Tag and Release”
• Consider this as your MAIN BUSINESS, yes you are in the PEOPLE business

Customers:

• Have a selection criteria in place to make sure you get the right customers under the right conditions
• Always be moving your customer relations from vendor to trusted advisor to partner level of relationship
• Cull out the non-desirables; it’s better to leave professionally than to let them fester into bigger issues

Peers:

• You become who you hang out with; take a good look at who you hang out with
• Hang out with WINNERS; not whiners, wieners or wimps
• Good Peers will tell it like it is; straight up
• Consider forming or joining a peer group

Coaches/Mentors:

• Growing Forward Leaders should always seek and take good council
• Find someone who has gone down the path before you and is willing to spend time with you
• Have a trusted adviser, coach or consultant serve as a “sounding board” or “thought partner”
• Consider forming an advisory board with people whose strengths compliment areas you and your organization need to improve, not just “Yes You are Right” types

It’s all about People

Your success as a Growing Forward Leader and the success of your organization will greatly depend on your ability to surround yourself with the RIGHT PEOPLE.

Always remember that people are at the very core of all successful organizations and Leaders. Your skills with Attracting, Getting On Board, Keeping and Growing the Right People will dramatically affect your success. If you get really good at this your life as a Growing Forward Leader will be most gratifying, honest.

Suggested Reading:
“What Your Clients Won’t Tell You and Your Managers Don’t Know” by John Gamble

If you would like to learn more about becoming a Growing Forward Leader please contact us

Today’s leaders are faced with business challenges as tough as any over the past 35 plus years. In order to provide the needed leadership for their organization’s success leaders today need to demonstrate some very fundamental leadership skills and behaviors.

” alt=”" width=”186″ height=”120″ />To date, we have reviewed seven fundamentals:

1 – Work Hard (and Smart) and Perform?
2 – Radiate Confidence and Optimism?
3 – Enlist and Enroll vs. Command and Control?
4 – Drive Change and Innovation
5 – Foster Cooperation and Collaboration
6 – Sharpen the Saw – Your Saw
7 – Communicate and Communicate Some More

In this e-newsletter, the Harvesters present the 8th fundamental behavior that “Growing Forward Leaders” must model for their team during challenging times.

Remember you Leaders out there: “It all starts and ends with you, the leader.”

Our next fundamental focuses on Thinking, Planning and Execution and is called:
Reflect, Connect Decide and Do

Growing Forward Leaders need to make the time to:  Reflect and Think About It

• Take a time out to: Reflect, Refresh, Reenergize, Renew, Rejoice and Retreat
• Conduct company retreats preferably “off campus” that have a planning component
• Remember that one minute of planning saves seven minutes of chaos: take the needed time to properly plan
• Always beware of the Ready- Shoot -Aim process of planning, this is the classical “winging it” style of planning (guess who gets shot and where)

Ask yourself:
Where have we come from? Where are we at now? Where are we going?

Growing Forward Leaders should really help their organizations to:
Become a Learning Organization

• Encourage Open Dialogue with the Spirit of Inquiry.  “Best in Class” organizations and leaders have a true open line of communication with their people; healthy spirited discussions are happening all of the time. People attack the situation or the topic and are brutally honest without being brutal or attacking the individual.

• Connect the Dots. Think it all the way through; consider cause and affect and be systems thinkers. Make sure one decision doesn’t have an adverse affect on another part of the organization. Try using process maps to see each step that is needed to reach the desired destiny.

• Consider your Vision, Mission and Core Values of the Organization. Before you rush off and implement new systems or processes be sure to consider how it relates to your Vision, Mission and Core Values. Remember these serve as your company’s moral and philosophical “compass” to help keep you pointed towards the right heading.

• Before making a BIG Decision; Sleep on It. Don’t get caught up on being overly decisive especially with big moves. Take some time to reflect on it before doing it. Sleep on it. It is amazing the perspective we get when we just sleep on it.

Ok now after you have reflected on it for a while it is now time to:
Decide and Do

• Decide as a Democracy and Execute like a Dictatorship. Stronger decisions, commitment and alignment occur through healthy consensus building. After you have gained the consensus on what to do next it is now time to execute. Execution often takes on the appearance of a dictatorship. Guess what? While you may need to stop and evaluate and adjust course, once we have decided to go forth we need to GO FORTH

• Beware of the “Road to Abilene” This is what happens when people are asked for their input and they just ”go along” with the overall crowd’s feelings and tendencies. After the decision is reached often people complain about the decision that was made. When asked where were they during the decision they say “I was just going along with the crowd and didn’t want to rock the boat” or they took the “Road to Abilene” Make sure everyone has a true opportunity to fully express their ideas and offer their input. Growing Forward Leaders allow for and get their people to give input and do not allow their team just to take the “Road to Abilene”

• Don’t wait to have it Perfect before Launching. No new idea or program will be perfect when it first gets started. Get it up to around 80% then do it and then adjust accordingly

Remember Growing Forward Leaders:                                                                    

No Action is Taking an Action, Nothing, and Nothing Won’t Get Us Anywhere

Simply put this fundamental: Reflect, Connect, Decide & Do can be summarized as:

Allow time to Reflect, Plan and Think things through

                            Connect this with other parts of the organization and systems

                                                 Decide on a course of action

Then Do It

Adjust as needed and then repeat

Suggested reading: The Abilene Paradox

If you would like to learn more about becoming a Growing Forward Leader please contact us.

Today’s leaders are faced with business challenges as tough as any over the past 35 plus years. In order to provide the needed leadership for their organization’s success leaders today need to demonstrate some very fundamental leadership skills and behaviors.

To date, we have reviewed six fundamentals:

1 – Work Hard (and Smart) and Perform?
2 – Radiate Confidence and Optimism?
3 – Enlist and Enroll vs. Command and Control?
4 – Drive Change and Innovation
5 – Foster Cooperation and Collaboration
6 – Sharpen the Saw – Your Saw

In this e-newsletter, the Harvesters present the 7th fundamental behavior that “Growing Forward Leaders” must model for their team during challenging times. Most often the “root” cause of an organization’s success or failure can be attributed to the leader of the organization and how they present themselves to their people.

Remember: “It all starts and ends with you, the leader.”

Our 7th fundamental focuses on perhaps the most critical fundamental and skill set of all: COMMUNICATION. Yes, communication. Sound familiar? Just think of some of the situations you have encountered that were a direct result of poor, inconsistent, misunderstood or plainly NOT communicated very well or not communicated at all.

Has this ever happen with you or with others within your organization? You bet it has.

OK, now let’s review fundamental #7:
Communicate and Communicate Some More

Tips for Leaders on Communicating During Turbulent Times

• Understand that communication is critical when people are unsettled. Employees need their leaders’ presence, and their effective ability to communicate.
• Leaders should speak openly to build trust and radiate hope to revitalize sagging morale.
• Growing Forward Leaders need to work continuously on improving their communication processes, including written, oral, contextual, intuitive and interpersonal.

Practice These “Best Practice” Communication Techniques: 

Trust in Your Informal Channels

• Use open doors to gather information on what’s actually happening (or not happening).
• “Shop Talk” is really quite accurate; listen carefully.

Conversations Make a Difference

• Face-to-face communications play a crucial role in times of uncertainty and change.
• Speak straight.
• LISTEN generously. Practice ACTIVE listening skills

More is ALWAYS Better

• In times of crisis, rumors will abound anyway. Why not make them the right rumors?
• Communication and more communication is what sells management initiatives.
• The cost of not communicating is disaffection, anger and the loss of trust.
• If they’re “not getting it” don’t just “tell them harder.”
• Use asking as part of your communications.
• Display a willingness to address challenging questions.
• Once again LISTEN and listen carefully.
• Respond quickly to sensitive topics.

Growing Forward Leaders Should Stay Close:

• Get out there and find out what’s being said, heard and forwarded. Conduct one- on-one, small group and some town hall meetings. GET OUT THERE.
• Be seen as a person who understands what’s happening and who is cognizant of other’s feelings. BE SEEN and EMPATHETIC.
• Be seen and understood as a leader who doesn’t necessarily have all of the answers, but who is willing to LISTEN and LEARN.
• Always tell the truth. Don’t hide the truth and sugar coat bad news. TELL IT LIKE IT IS.

Remember, “Growing Forward Leaders” need to over communicate and frequently communicate in these challenging times. Let your people know exactly what the situation is and what needs to be done.

Ask for their help.
If they truly believe and trust their leader (through effective communication) your people can “handle the truth.” Once they get over it, they will pitch in and be willing to sacrifice in the short-term for the greater good.

Remember that you and your organization have one heck of a lot of potential. Especially if you – the Growing Forward Leader – practices this fundamental:

Communicate and Communicate Some More If you would like to learn more about becoming a Growing Forward Leader please contact us.

- Harvester Bill

A Leaders Guide for Thriving in Today’s Challenging Times

Today’s leaders are faced with business challenges as tough as any over the past 35 plus years. In order to provide the needed leadership for their organization’s success leaders today need to demonstrate some very fundamental leadership skills and behaviors.

To date, we have reviewed five fundamentals:

1 – Work Hard (and Smart) and Perform

2 – Radiate Confidence and Optimism

3 – Enlist and Enroll vs. Command and Control

4 – Drive Change and Innovation

5 – Foster Cooperation and Collaboration

In this e-newsletter, the Harvesters present the 6th fundamental behavior that

“Growing Forward Leaders” must model for their team during challenging times.

Most often the “root” cause of an organization’s success or failure can be attributed to the leader of the organization and how they present themselves to their people.

Remember: “It all starts and ends with you, the leader.”

Our next fundamental focuses directly on the leader. It’s imperative that the skills and thinking of leaders remains SHARP.

Let’s review fundamental six: Sharpen the Saw – Your Saw 

Think of these tough times as a fantastic leadership development opportunity, Honest!

Think of all the learning you are going through right now:

• How to lead during tough times.
• How to turn around a struggling organization.
• Or better yet, how to sustain success just to name a few.

Here are some ideas to sharpen your saw, and keep it sharp:

• Have a 360-review performed on you. Have your head of HR or an outside service conduct this review. It’s really an eye-opening experience.
• Form an advisory board. It provides a great sounding board.
• Conduct employee surveys at least annually.
• Join or form a peer group.
• Hire a coach/mentor. Yes, even a consultant!

Think of all the potential learning opportunities that can help you “Sharpen Your Saw”

Focus on the key skills that need sharpening during challenging times. Here’s a few based on what we’ve seen:

• Change management
• Time management
• Market and business acumen
• Cash flow management
• Being a good communicator
• Staying calm under pressure
• Determining root causes of problems and rooting them out
• How to fix a broken or at least a damaged organization

Here are some more ways busy Growing Forward Leaders get their saws sharpened:

• Leaders are Readers. You should be reading a book per month. Try Kindle or books on CDs.
• Attend online classes. Try listening to podcasts. Attend webinars.
• Attend conferences like PLANET’s Green Industry Conference and Executive Forum.

Keep Your Thinking Around:

• What do I want to learn from these business challenges?
• Always document “lessons learned” to share and use in the future.
• The importance of sharpening the physical and the mental and keep the passion burning.

Exercise:

• What one skill or behavior do you need to learn, and or improve, that will help you and your organization?
• How will you learn this new skill or behavior?
• Be specific. What? Why? How? By when?
• What lessons have you learned about yourself?
• Remember to Sharpen the Saw…Your Saw

Remember that you and your organization have one heck of a lot of potential, especially if you – the Growing Forward Leader – can keep your saw sharp.

Suggested Reading: Leading at a Higher Level by Ken Blanchard

If you would like to learn more about becoming a Growing Forward Leader please contact us.

- Harvester Bill

In this e-newsletter, the Harvesters present the 5th fundamental behavior that “Growing Forward Leaders” must model for their team during challenging times. It’s also a behavior that will help when things may not always be going the right way or perhaps as well as planned.

Growing Forward Leaders need to: Foster Cooperation and Collaboration

Growing Forward leaders recognize that they are better together than they are by themselves. They know that shared knowledge and experiences bring about great ideas and solutions. Challenging times are the best time to call upon your team to cooperate and collaborate.

Big problems require company wide solutions. Leaders need to tear down the walls and silos and start working across boundaries like: sales vs. operation, construction vs. maintenance, support/administration vs. operations.

Does this sound familiar within your organization? Do you often wonder why some companies call these divisions? In most cases they really are divided. Rather than being focused on the overall betterment of the company they are focused strictly on their “division.”

Now is the time for the business leader to get these teams working together.

Here’s How:

• Try assembling task forces with a blend of people from different departments
• Form some committees to bring about change or improvement i.e.,  Safety, Sales, Client Relations etc.
• Give some great assignments with measurable goals

Now Ask Yourself:

• How well do your people cooperate with each other especially from different “divisions”?
• What needs to be done to foster better collaboration?
• What key areas can be improved by tapping into the collective talent of your organization? How would you measure the improvements?
• Always remember that you and your organization have one heck of a lot of potential, especially if you the Growing Forward Leader can foster cooperation and collaboration.

Contact us at if you would like to learn more about becoming a Growing Forward Leader.

Suggested Reading:
“How To Be A Fierce Competitor” What Winning Companies and Great Managers Do in Tough Times by Jeffrey J. Fox

- Harvester Bill

The 10 Fundamentals for Growing Forward Leadership

A Leaders Guide for Thriving in Today’s Challenging Times

Today’s leaders are faced with business challenges as tough as any over the past 35 or more years. In order to provide the needed leadership for their organization’s success, leaders today need to demonstrate some fundamental leadership skills and behaviors.

To date, we have reviewed three fundamentals:

1 – Work Hard (and Smart) and Perform

2 – Radiate Confidence and Optimism

3 – Enlist and Enroll vs. Command and Control

Today, we will review the fourth fundamental behavior that Growing Forward Leaders must model for their team during challenging times; as well as for when things may not always be going as well as planned.

Growing Forward Leaders need to: Drive Change and Innovation

Tough times usually present the best opportunity to drive change and innovation. Leaders need to champion change and enlist others to be change agents. A sense of urgency is needed to adapt, change and innovate. Change is hard and usually only happens when the pain of staying the same is greater than changing. Are you feeling enough pain yet?

Let’s look at the main reasons that keep ups keep us from changing.

1. Too Comfortable We are too familiar and comfortable with the way things are now. Or, we just don’t know any better or we have a fear of or a reluctance to change

2. Bad Soil and or Seed Our seeds (as in systems or processes) are sown in poor soil (lack of processes) so we have little infrastructure to support sustainable growth. So when there is stress put on the organization, as in a recession, we tend to fall backward in revenue and profit due to a lack of solid systems and processes being in place. Bad soil!

If we have no roots (solid systems or processes) there are no shoots (sustainable growth), and with no shoots there is little or no fruit (sustainable growth and profits)

3. Distractions We are distracted with day-to-day stuff that keeps our head down. (We are working in the business not on the business, sounding familiar?)

We lose focus on the important non-urgent areas like planning, people development and client relations. Instead, our daily tasks become fire fighting and reacting to problems.

OK, Growing Forward Leaders Ask Yourself:

What have you changed in the last year to become a better leader in these challenging times? If you haven’t changed recently what one change would help you to become a better leader? What are you doing about it?

What is the most innovative thing you have done to be a better leader?

To be a better organization?

So, please remember this all of you leaders out there:

“Change or Be Changed, Changed Out”

Harvester Bill

If you are not changing and innovating you will be passed up on the path to success. Please feel free to contact us on helping you with ways that will change the way you think, act and behave to become a Growing Forward Leader.

Suggested Reading: “Our Iceberg is Melting” by John Kotter