Would you admit to the world what your biggest mistakes were?

Watch as the Harvesters interview a number of industry leaders who readily admit their mistakes. It takes humility to do that. It also shows the quality of individuals you’re going to watch.

We love the words of Charles Popplestone who said, “Mistakes are the stepping stones to success”. Is this true for you?

Let’s learn from the mistakes of others and our own.


Learn more about the Harvest Way Academy

Ed Laflamme LIC

started his own business from scratch, built it up, sold it and then wrote a book about how he did it. So, he’s been there. He understands your frustrations, worries and concerns. Some of you may want to buy companies, while others may want to sell the one you own. You need expert assessment and guidance before you can move forward. Ed has experience in this area. He is recognized as a CLP: Certified Landscape Professional. Read Ed's full bio.


Heard this years ago:
Ceo at a shareholder’s meeting was asked why he was worth his compensation package .” I don’t make mistakes. Why not? Experience. How did you get the experience. Making Mistakes.
If I were employed by the woman who has made no mistakes I would quickly be looking for other employment as she either is a liar or perfect.

Years ago on a fishing trip someone sharing a charter told me that he never got seasick. My reply: ” The only folks who don’t get seasick are those who don’t go to sea and those who lie about it.” Sure enough we had to interrupt our charter twice to put both him and his wife on shore.

If you don’t make mistakes you are not stretching yourself enough. Just don’t repeat them.

Since December 1st I have been to numerous trades shows, watched several webinars, taught an irrigation class for my state irrigation association and attended several meetings of my state landscape contractors association. When speaking with many contractors I heard the same lament numerous times mentioned by one of the contractors in today’s interview presentation-they sold their residential maintenance devision to concentrate on commercial work, design/build services or pesticide applications. They all gave up this arm of their company between 2004 and 2007-the height of our market for services. Apparently the green looked much greener on the other side of the fence with no end in sight.

Fast forward to 2008 through 2010 and these people again had a common thread-most of them suffered severe declining sales without the fallback of recurring maintenance revenue. They had all invested heavily in equipment secured with bank loans and soon lost said equipment to the repo man. Many tried desperately to secure additional bank financing to stay in business but to no avail due to the very tight lending criteria at that time.

The end results were deep company downsizing or closing. Many when to work for competitors who were better prepared to weather the storm (at markedly reduced salaries).
The take away here is obvious-in the landscape industry to ensure survival direct a portion of your endeavors towards RECURRING REVENUE! With a steady cash flow bad times can be smoothed out by reducing expenses, layoffs (sad but necessary for survival) and adjusting your business planning and goals to the current climate.

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