TR - January - February 2023 by annexbusinessmedia

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Vol. 36, No. 1 www.turfandrec.com

DEPARTMENTS

06 | In the news

Equip Exposition making plans for bigger, better show in 2023

11 | Industry Innovators

Loader pioneers headed to Hall of Fame COLUMNS

04 | From the editor

Leadership must move with the times

22 | Health & Safety

Spelling it out for a more inclusive team

Contractors must shift paradigm

Shift in thinking is necessary if landscapers wish to retain staff, enhance productivity and grow company

Saskatoon man gets STC honour Chris Zerebeski selected as Sports Turf Canada’s sports turf manager of the year

From

By Mike Jiggens

Leadership must move with the times

There’s a common thread running through this issue of Turf & Rec . It wasn’t intentional yet it is certainly topical and is addressed in three different pieces of editorial content within these pages. Quite simply, how turfgrass professionals are managed today is significantly different from the way things were done only a half-generation ago.

Business owners and managers who continue to lead their teams as their predecessors once did are potentially setting themselves up for a fall. Reduced productivity and a higher rate of turnover are the likely results of not keeping up with the times.

Golf course superintendents learned in November that servant leadership, as opposed to autocratic leadership, is the route to favourable results via enhanced connections with employees through building trust and treating people the way they wish to be treated.

Landscape contractors and managers learned a similar lesson in January, that failure to adapt to a growing paradigm shift will lead to a disconnection of people and the inability to grow a company.

And our health and safety column at the back of this issue tells us that the use of acronyms and industry jargon may not be entirely understood by new employees,

putting them at potential risk for on-the-job injuries.

The times they are a-changin’.

Those who change their leadership style will become successful, the owner of an agency that helps job seekers gain employment in the business world told golf superintendents attending Ontario Seed Company/Nutrite’s annual professional turfgrass seminar.

Those who change their leadership style will be successful

Landscape business coach Jacki Hart offered a similar message to landscape contractors attending the 50th Landscape Congress conference and trade show. She said a contractor who understands today’s shift in thinking provides an opportunity and purpose for employees to want to become part of a team.

Their philosophies are a vast departure from the days of employers telling their charges what to do, when to start and end a workday, while not bothering to learn more about their employees and their concerns.

The old guard of yesteryear might be aghast to know that today’s turf industry managers are altering previous leadership styles to cater more to their employees, but it’s hard to argue with results.

If a content employee enjoys his job, is more engaged and has a purpose, he’s going to contribute more and wish to stick around. In the end, it’s the contractor or superintendent who comes out ahead. The business owner or manager realizes less turnover, more productivity and benefits from a healthier bottom line.

If it’s a type of leadership that works, don’t mess with it. Workforces can be diverse and made up of baby boomers, millennials and Generation Ys and Zs. In general, each has its own characteristics and may prove incompatible with one another without the right type of leadership.

Meshing such a diverse group of individuals into one happy family may, on the surface, seem like a daunting task, and it may well prove to be a challenge for many. With a little patience, however, it can be done.

And let’s not forget the message from this issue’s health and safety article, provided for us by the Canadian Centre for Occupational Health and Safety. Canada is becoming more of a diversified country, and new Canadians entering the workforce might have a familiarity with the work, but not necessarily the work jargon or the various acronyms bandied about.

Leaders must be mindful that workplace language might not translate as easily from one culture to another, and such a disconnect could present a safety risk among some who don’t “get” what their co-workers are saying.

www.turfandrec.com

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Edmonton cutting 220 mature trees for park improvements

The City of Edmonton plans to remove 220 mature trees from Hawrelak Park to accommodate upgrades and additions to the centrally located green space. The cutting represents about 19 per cent of the park’s trees. Word of the city’s tree-cutting plan comes as news to many frequent users of the park.

GoFundMe account set up for golf super fallen by stroke

A GoFundMe account has been set up for Royal Niagara Golf Club superintendent Ivaylo Valov who suffered a massive stroke last month while in Buffalo, N.Y. Valov, an active member of the Niagara and Southern Ontario network of superintendents for more than 20 years, underwent surgery in Buffalo and is still there recovering. Plans are for him to be transferred to an Ontario hospital once he regains strength and stability.

For more information, visit https:// www.gofundme.com/f/donate-tohelp-ivaylo-on-his-road-to-recovery

Demand for snow services on rise in Northern Ontario

Snow contractors in Northern Ontario are enjoying a busy season so far with crews putting in long hours.

A pair of contractors say the demand for snow and ice services has been on the rise in recent years as people are more reluctant to want to shovel.

Some crews are working 12- to 16-hour days. 19%

Equip Exposition making plans for bigger, better show in 2023

Following a record-setting attendance, hotel bookings and sell-out of exhibit space last year, Equip Exposition in 2023 will expand on its success by offering new, advanced education, additional entertainment and events including a new arena concert, expansion into the West Wing of the Kentucky Exposition Center (KEC), and improved logistics and food options.

“Equip Expo has evolved into a unique, week-long experience for a range of interconnected businesses including outdoor power equipment, landscaping, hardscaping, tree care, design, lighting, irrigation and more,” Kris Kiser, president of the Outdoor Power Equipment Institute (OPEI), says. OPEI owns and manages the trade show. “And just like our industry is ever-evolving, so is the trade show that serves them.”

Show attendees each year gain access to the latest equipment, technology and software, as well as education and connection with their peers. “But they should also

expect new and improved experiences,” Kiser says. “So, when attendees speak, we listen. Our philosophy is same show, new show, every year.”

Equip Expo, the international landscape, outdoor living, and equipment exposition, will be held Oct. 17-20.

Last year, Equip Expo attracted more than 25,000 attendees who hailed from all 50 U.S. states and 49 countries, with the furthest traveling attendees journeying from Guam, New Zealand and Australia. The show brings more than $20 million in revenue to Louisville, and books more than 32,000 hotel rooms during show week.

Equip Expo 2022 also was the largest show in its 40-year history.

“We sold every inch of both indoor and outdoor exhibit space last year, and, in fact, had a waiting list,” Kiser says. “I encourage anyone seeking to participate in this year’s show to act quickly.”

Registration opens for Equip Exposition 2023 in April. Visit www.equipexposition.com.

Find the latest turf-related news, stories, blogs and analysis from across Canada, and access our forum . . . www.turfandrec.com

Veteran B.C. superintendent earns John B. Steel Award

Brian Youell, master superintendent at Victoria, B.C.’s Uplands Golf Club, has been named the recipient of the 2022 John B. Steel Distinguished Service Award.

The award is named for the first president of the Canadian Golf Superintendents Association (CGSA) and the first superintendent to be inducted into the Canadian Golf Hall of Fame. It is presented annually to an individual, chosen by the CGSA board of directors, who has made an outstanding contribution to the advancement of the profession of golf course superintendent.

Youell has been a CGSA member since 1993 and has held the association’s master superintendent designation since 2002. He is in his 42nd year at Uplands Golf Course which celebrated its 100th anniversary on Dec. 1. His career in the industry spans almost 45 years. He was the CGSA/Rain Bird Environmental Achievement Award winner in 2017, the 2016 CGSA/Toro Gordon Witteveen winner and the CGSA Superintendent-of-the-Year Award winner in 2012. He has hosted several PGA TOUR Canada events over the years with

Uplands being noted as one of the best courses on tour.

“Brian Youell is one of the most devoted and respected colleagues in the turf industry and a mentor to many,” CGSA president Pierre Vezeau said. “He has overcome many challenges over the years and continues to give back to the industry and his community. He is a dedicated husband and father to two daughters. His successful career and leadership in the industry is truly inspirational.”

“What an honour to win such a prestigious award,” Youell said. “I know many of the names of the past winners of this award, and I feel very fortunate to be associated with these individuals. I’ve had an amazing 42 years at Uplands.”

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Brian Youell

Contractors must shift paradigm

Shift in thinking is necessary if landscapers wish to retain staff, enhance productivity and grow company

By Mike Jiggens

If a landscape contractor wishes to hire the right employees, create a solid company culture, produce engaged staff, form a productive team and retain good workers from year to year, he or she must understand a paradigm shift is occurring, and failing to adapt to it will lead to a disconnection of people that will fail to grow the company.

Jacki Hart, a former Muskoka-based contractor who now works as a landscape business coach helping other contractors grow their businesses, shared her school of thought with landscape contractors and managers attending January’s 50th Landscape Congress conference and trade show in Toronto.

Business leaders once believed that people plus performance equaled profit. Employees were to show up, work hard and go home at the end of the day, figuring that if they did a good job, they wouldn’t be in trouble. The definition of work in terms of how people are treated in the workplace has since been altered by millennials who have revolutionized how people are valued, Hart said.

“Without millennials, we’d still be focused on people plus performance equals profit,” she said, adding the philosophy has since given way to people plus purpose equals performance. “When you have a high performing team, are you profitable? Don’t focus on profit, but rather performance. We focus on performance by having a team with a purpose, goals and a strong culture. Creating that purpose will help you get buy-in.”

Buy-in is about purpose, Hart said, noting new employees don’t arrive on the job already engaged. A contractor who understands the current paradigm shift provides an opportunity and a purpose for his employees and invites them to become part of a team. If they resonate with the purpose, they’ll buy in.

“You can’t force buy-in, and you can’t force engagement.”

It’s important for today’s leader to better relate with his or her employees, she said,

“It’s something to show your team that you care and are paying attention to how their life is being impacted outside of your gate.”

Many employees are concerned about such matters as inflation and their ability to cope with the increased cost of living. In her discussions with landscape contractors, Hart said many have toyed with the idea of profit sharing or awarding bonuses to staff but are unsure how best to go about it, wondering if larger rewards should go to longer-serving employees or if they should be distributed equally. Hart said the cost of living impacts all staff, no matter how long they’ve been employed by their company.

Exercise sensitivity

Leaders and employers must be sensitive to employees’ economic fears, she said, especially with rent increases and escalating interest rates affecting mortgages.

“There may be people leaving your team for a job that they need as opposed to a job that they want.”

By buying into a paradigm shift that leads to a more modern way of managing staff, landscape contractors can realize a more engaged staff, greater employee retention, a stronger company culture and a better bottom line.

Contractors who wish to retain employees who have such concerns can conduct budgeting seminars that allow staff to learn how to better balance a household budget and discover other ways to save. The employer may also wish to introduce an employee savings plan in which money is invested into a savings account, allowing for funds to be drawn by the employee in the event of an emergency.

Some employees may have issues with childcare that may preclude them from working a standard shift five days a week. When Hart founded her own landscaping business in 1990, she required her employees to begin work at 7 a.m. Monday to Friday and every other Saturday and not end the day until 6 p.m.

“That’s not the world we’re living in now.”

Contractors who continue to run their businesses that way and are having difficulty finding sufficient staff must change their way of thinking, Hart said.

She posed the notion of assembling part-time work crews who might be available to work only three or four days a week. Perhaps their truck and equipment can be effectively utilized the other day or two. Staff could possibly be cross trained so that more people can tackle different tasks. If someone is absent from his team for a day, others are better equipped to temporarily step into another role.

Not having enough staff or losing employees due to

high turnover is a major concern of landscape contractors today. The problem can’t be solved by using the same thought process that created it, Hart said. Since COVID, attracting and hiring staff has changed because people possess life pressures they didn’t have previously, and it’s important for contractors to understand that life doesn’t stop at the gate, she added.

People often leave their employment in the landscaping industry for higher paying work in unionized construction or assembly line jobs.

Earning a living wage

Contractors wondering if their staff are earning a proper living wage can visit livingwage.ca and see how the wages they pay compare to the living wages listed according to the various geographic regions in Canada.

“Check it and see where you are. How do you measure up? What’s the entry level living wage that you’re paying? If it’s too low, you’re going to have high turnover.”

In times of high turnover, a company’s most productive employees will no longer be as productive, Hart said. A top paid foreman on a construction crew might be spending 30 to 40 per cent of his time keeping an eye on a newer employee. The “stickier” a company is, the less turnover is realized, allowing team members to better perform. Stress is reduced while effectiveness increases.

Contractors put themselves at risk in terms of equipment safety when they have high rates of turnover. An employee who earns $35 an hour might produce only $25 an hour of work if he’s continually having to train someone new. If an entry level wage is increased by $2 or $3 an hour, the company will come out ahead, Hart said.

Wages

If contractors increase their entry level wages for new employees by $2 or $3 an hour, there is a better chance of retaining staff and growing the company.

“What is it costing you to not pay a living wage?”

If a more experienced employee isn’t being paid what he’s worth, his services are apt to be lost to a competitor, she added.

“You want to be the employer of choice. You want to be that employer who has offered the best possible opportunity.”

A good employer will provide a positive company culture, an entry level package, compensation, a life balance and other incentives.

It’s a pull versus push concept to have people work with contractors as opposed to working for them, Hart said.

Generational toolboxes

Each employee’s personal “toolbox” differs among the generations. Such matters as resilience, focus, work ethic, commitment, self-confidence and communications skills differ drastically between baby boomers and

Gen Z employees, she said.

“That personal toolbox for Gen Z doesn’t seem to contain the same level of resilience to stress, ability to cope with fear and uncomfortable situations. Anxiety is a curse of Gen Z and younger millennials.”

Hart recommended contractors have conversations with their team members to learn what might be causing them stress or anxiety, asking them such questions as how they’re coping with daycare or parental care.

“When you show them that you care, you’ll have buyin,” she said, adding it’s important to be the leader staff need. “You can’t do that unless you ask them (about what is causing them stress or anxiety).”

Contractors should be supportive of their employees’ personal growth and learn what interests them, Hart suggested.

“You need to help them find their own joy.”

By “lighting up” staff, they’ll be inspired to remain with the company. “That’s new age leadership.”

Most books about leadership are outdated, Hart said, because just as millennials “broke the mould,” so,

too, has Gen Z.

If everyone on the team has a purpose and is set up to succeed, leaving at day’s end proud of a personal accomplishment, both buy-in and engagement will have been achieved.

The industry’s seven most expensive words – “Because we’ve always done it this way” – no longer applies when it comes to leading and managing teams, Hart said.

“You need to shift your paradigm if you’re approaching managing and leading a team in the same way as you always have. You’re probably setting yourself up to fail with respect to engagement and buy-in.”

Not having enough staff or losing employees due to high turnover is a major concern of landscape contractors today.

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Loader pioneers headed to HoF

By Turf & Rec staff

Cyril and Louis Keller – brothers who invented the world’s first compact loader (later named the Bobcat skid-steer loader) – are being inducted into the National Inventors Hall of Fame (NIHF).

The NIHF annually recognizes inventors, promotes creativity and advances the spirit of innovation and entrepreneurship.

In the 1950s, brothers Cyril (April 8, 1922-Oct. 28, 2020) and Louis (May 9, 1923-July 11, 2010) operated a small machinist-blacksmith shop together in Minnesota, building and repairing machinery for local farmers. They were approached by a farmer who needed a self-propelled loader that was light enough to be lifted to the second floor of a turkey barn yet small enough to clean around the barn’s upright poles. In 1957, the Kellers built a threewheeled loader with two drive wheels in front and a caster wheel in the rear – the precursor to the modern skid-steer loader.

The loader came to the attention of Melroe Manufacturing Company (now Bobcat Company), which invited the brothers to demonstrate their invention in their booth at the Minnesota State Fair in 1958. After a

successful demonstration at the fair, the Melroe Manufacturing Company was awarded exclusive manufacturing rights to the machine on a royalty basis and hired the Keller brothers to refine the design and put the machine into production.

To improve on the design of the loader, a second set of drive wheels was added to the back of the loader in 1960. With this four-wheel drive, the M400 became the world’s first true skid-steer loader.

“Skid-steer” describes the unique steering system, which enables the machine to turn within its own length. Later, the Bobcat brand name was established to reflect the machine’s toughness, quickness and agility.

“The Bobcat loader has positively impacted the lives of thousands of employees who have worked for the company, dealers who sell the machines, and customers who use the equipment every day to build their livelihood,” Joe Keller, son of Louis, said. “While we may not always realize its impact, it is an integral part of our everyday life – from supporting farm operations that result in food on our tables to hauling materials around a job site building our homes and offices.”

As Bobcat Company celebrates 65 years since the invention of the machine that created the compact equipment industry, it has continued to forge the future of the industry through innovation and forward thinking.

Bobcat now offers more than 100 products in the compact, grounds maintenance and industrial equip -

ment industries, and produces more than 400 different types of attachments.

Other NIHF 2023 inductees include Rory Cooper, inventor of wheelchair technology; Luis von Ahn, co-creator of the website security program reCAPTCHA; Angela Hartley Brodie, who discovered and developed a class of drugs called Aromatase Inhibitors that stop the production of hormones that fuel the growth of cancer cells; and 14 other innovation pioneers. This year marks the 50th anniversary event of NIHF’s founding in 1973, when Thomas Edison was the sole inductee.

Acknowledging the award on behalf of his father and uncle, Joe Keller said, “This recognition is a great honorr to Dad and Cyril’s families, but it is not just for us. It is a recognition for all of the early and current Bobcat employees who have helped bring our little Keller loader to be the Bobcat machine it is today. It has been a great honour to have had a front-row seat watching this invention revolutionize the way work gets done around the world.”

More of Bobcat Company’s history can be viewed at www.bobcat.com.

Keller brothers invented the first compact loader

Cyril Keller, pictured, and his brother Louis invented the first compact loader which became a precursor to the modern skid-steer loader.

Cyril Keller

Louis Keller

Saskatoon man gets STC honour

Chris Zerebeski selected as Sports Turf Canada’s sports turf manager of the year

By Mike Jiggens

Managing more than 300 sports fields in the City of Saskatoon can be a formidable task for the best of people. For Chris Zerebeski, the city parks department’s superintendent for cemetery, greenhouse, irrigation and sports field operations, successfully managing such an array of inventory recently earned him the title of Sports Turf Canada’s sports turf manager of the year for 2022.

“I’m just one piece of the puzzle,” he said in December, wishing to share the honour with his team of supervisors and front-line staff. “I have to give kudos to my staff for making me successful. I don’t think any manager can be successful without having a team under them that are skilled. Having those good relationships with your team is key for any leader in any industry.”

Zerebeski has worked for the city for more than 16 years in one capacity or another. He began his career in turf management at the municipal Holiday Park Golf Course where he mowed greens, maintained bunkers and performed several other maintenance tasks. Two years later, he moved to Saskatoon’s parks department where he became an assistant supervisor of sports fields for two seasons, gaining front-line experience in the maintenance of “above basic” sports fields, in-

cluding baseball diamonds and soccer fields.

In October 2019, he began his current management position with the city’s parks department in which sports field management is among his various profiles. Within his jurisdiction are 308 cityowned sports fields that include ball diamonds, soccer, lacrosse, cricket and multi-purpose fields.

Class 1, 2 and 3 fields account for about 147 hectares of Saskatoon’s playing surfaces and are earmarked for higher levels of competition. The higher-level fields, or what are described as above basic facilities, are fully irrigated and are mowed, aerated and topdressed more frequently than basic fields. Class 1 ball diamonds, for example, are groomed Monday to Friday during the playing season while

Class 3 fields get the same attention two to three times a week.

None of the city-owned sports fields has an artificial turf playing surface. Although there are synthetic soccer and football fields in the city, they are owned and operated by private entities. Zerebeski said, however, that samples of artificial turf were examined in 2022 for the possi-

Above: Chris Zerebeski

Right: Chris Zerebeski’s leadership team includes, from left, Jessie Stolar, assistant supervisor; Ian Tracksell, supervisor; Karen Zunti, assistant supervisor; and Keith Oftebro, assistant supervisor.

bility of installing synthetic infield turf areas at some point in the future.

The staffing complement of Saskatoon’s sports field program includes four supervisors and 32 maintenance employees. Most of the staff are seasonal workers which include a mix of long-term and short-term (students) employees. Four of the long-term employees are dedicated to the operation of heavy equipment, including skid steers, graders, payloaders and tandem trucks, that are used for large sports field construction projects.

Grooming frequency

An infield crew is tasked with weekly clay repairs of the batter’s box and pitching mound areas of higher-end ball diamonds. The grooming frequency of the city’s diamonds depends on their class. Diamonds are maintained on a rotation or schedule in which field edges are removed to improve playability and promote the safety of user groups. Additional torpedo sand or shale is added as necessary.

Shale is in limited supply in Western Canada, Zerebeski said, noting it’s especially scarce in Saskatchewan. Consequently, the city has experimented with a mixture of shale and torpedo sand that has produced favourable results and has gained the approval of the diamonds’ user groups.

“We have such high demand for fields, and we have limited fields, so that’s always a challenge,” he said. “They’re getting a lot of usage. Keeping the fields in good shape and not getting overuse is always a challenge.”

Finding the time to take fields offline for renovations is difficult when their demand is so high. Crews are pressed to limit any disruptions among user groups.

Zerebeski and his team meets each fall with Saskatoon’s user groups to discuss the things that went well during the season and to determine where improvements can be made. The meetings are beneficial to all parties, he said, enabling city staff to maintain proven practices and improve upon those that fall short of expectations. Drainage issues, for example, occasionally require improvement.

User groups are demanding, “and they

should be,” Zerebeski said. “They’re paying for a service, and we try our best to work with them. Our service level with them dictates their user fees. We want to keep the user fees suitable for them so that it’s affordable.”

With its array of high-end facilities,

Saskatoon plays host to several large tournaments on a regular basis, and dealing with the various organizing bodies is crucial to their success, he said.

Recent provincial and national tournaments have included the Under 15 AAA National Baseball Championships, Soft-

ROTORAKE - POWER BOX RAKE

ball Saskatchewan’s Provincial Slow Pitch Championship and the FSIN Adult Soccer Championship. All three events were played in 2022.

Saskatoon is a growing city that is becoming increasingly more diverse, he added. This has led to a growing interest in cricket which prompted the city to add an above basic cricket field to its inventory at Pierre Radisson Park.

Among the challenges Zerebeski typically faces is Saskatoon’s climate. Getting fields ready for play by the beginning of April isn’t always easy.

“It’s a seasonal component here that makes it challenging. Our staff is very experienced and know what they have to do to get those fields back into play.”

Weather abnormalities

Seasonal play generally ends in mid-September, but Zerebeski said the city sometimes sees abnormalities in weather patterns from time to time. The 2021 season, for example, was “super dry” which put pressure on Saskatoon’s irrigation systems. In 2022, the city experienced significant rainfall amounts in the spring, followed by a hot summer.

Charged with the parks department’s irrigation services, Zerebeski said new technologies are being examined, including ET watering technology that is being applied to Saskatoon’s fields.

“It helps us to manage our water resources a little better.”

Saskatoon’s soils vary across the city,

‘We have such a high demand for fields, and we have limited fields’

and no single type is dominant, he said.

“We have good soil here because we’re in an agricultural area of Canada. It depends on where you are in the city. We have sandy loams. We also have fields that are clay-oriented which pack a little bit more.”

The city has undertaken several sports field and recreational projects during the COVID-19 pandemic. Among the notables include:

• Enhanced cross-country ski trails to increase winter season usage in city

parks

• Upgrading of homerun fences and backstops at Kilburn Park

• Significant ball diamond renovations at Parc Canada Park to reduce infield size to regulation and the conversion of infield material to shale

• Edge removal and the addition of torpedo sand to 20 neighbourhood ball diamonds

• Incorporation of compost from city depots into Saskatoon’s sports turf topdressing mix, in which 1,200 cubic metres were applied

• Major renovation of the ball diamond at BJM Park, including amendment of the infield to regulation size, conversion to shale and improved safety and turf quality by topdressing and adding sod in areas

Potential forthcoming projects include ball diamond upgrades at Kate Waygood, Sifton, Girgulis and Lakewood parks to improve game quality and player safety. During the winter months, snow clearing and hauling keeps Zerebeski and his senior staff busy. Cross-country ski trail maintenance and planning for the upcoming playing season round out winter season work.

The power of compost & LAB

Reducing inputs and costs while improving soil health

By Michael Stangl

As a lawn care professional, you know that a healthy lawn requires more than just regular mowing and watering. It also requires proper fertilization and pest control. However, traditional methods of fertilization and pest control, such as chemical fertilizers and pesticides, can have negative impacts on both the environment and human health.

But what if there was a better way?

Enter the Johnson Su bioreactor and LAB (lactic acid bacteria) serum. These innovative products, developed by a lawn care professional with more than 42 years of experience, offer a more natural and regenerative approach to lawn care.

The Johnson Su bioreactor compost is made from high-quality yard and leaf waste and is rich in organic matter and essential macro and

micro-nutrients for plant growth. This compost is not only better for the environment, it also leads to healthier and more resilient lawns. By using the Johnson Su bioreactor compost, you can reduce your inputs, costs and reliance on chemical fertilizers while also improving the health of your soil.

The LAB serum is another powerful tool in the regenerative lawn care toolbox. LAB is a potentially natural form of pest control that uses beneficial bacteria to control harmful pests such as aphids and grubs. This serum is not only potentially effective but is also safe for children and pets.

But how do you know that these products are truly effective? This is

The Johnson Su bioreactor compost is made from highquality yard and leaf waste and is rich in organic matter

where the power of microscopy comes in. By using microscopy to observe the soil and compost, you can see the health and diversity of the microorganisms in your soil. This knowledge can then be used to make informed decisions about your lawn care practices.

At our business, we also offer microscopy workshops to educate other business owners and professionals about the importance of soil health and the benefits of regenerative lawn care. By attending these workshops, you can learn how to use microscopy to improve your lawn care practices and reduce your reliance on chemical fertilizers and pesticides.

In conclusion, the Johnson Su bioreactor compost and LAB serum, along with the use of microscopy, offer a more natural and regenerative approach to lawn care. By using these products and participating in our workshops, you can improve the health of your lawn and reduce your inputs and costs while also protecting the environment and human health.

The Johnson Su bioreactor compost reduces inputs, costs and reliance on chemical fertilizers while also improving soil health.

Michael Stangl is owner of Stangl’s Enviro Lawn Care in St. Catharines, Ont.

A better way of leadership

Servant leadership produces better results through employee connection

By Mike Jiggens

Autocratic leadership is no longer the preferred means to manage employees. Although regarded as a more traditional style of leadership, it isn’t keeping up with the times and can lead to a reversal of fortunes within an organization.

Servant leadership, on the other hand, helps to produce more favourable results within a company and gets there through such means as personally connecting with employees, gaining their trust, influencing them and treating them how they wish to be treated.

Bradley Jenkins, owner of Express Employment Professionals of Cambridge, a leading staffing provider that helps job seekers find work in the business world, addressed an audience of golf course superintendents in November about how servant leadership is the key today to bring out the best in employees and keep them retained.

“The employment landscape has changed dramatically over the last 10 years,” he said, delivering the keynote address at the 32nd annual Ontario Seed Company/Nutrite professional turfgrass seminar in Waterloo. “Unless we adapt to that change, we’re going to end up a group of individuals who complain about that generation of people who don’t know work anymore. Those who change their

leadership and management style become successful.”

Due to the nature of autocratic leadership, often is the case that when an autocratic leader retires, his organization starts to falter, Jenkins said, because an organization is structured primarily around one individual.

Servant leadership, by contrast, results in a more solid organization over the long run, he added.

Several businesses provide their clientele with similar products and services, but the customer experience can vary greatly from one to another. Jenkins noted Starbucks and Tim Hortons both sell quality coffee and baked goods to their customers, yet patrons come away with different experiences. So, too, do visitors to Canada’s Wonderland and Universal Studios.

A leader must have that same experience with his employees because there

are several other employers in the world, he said. Referrals are the No. 1 source for employees, he added, noting if good people are hired and they’re treated well, they’ll refer others to the same business.

“Good people hang out with good people. People with good work habits and who work hard hang out with people with a good work ethic and who work hard. Your biggest referral program should be how you serve your employees.”

Jenkins said a servant leader personally connects with his team, motivates his team and establishes strong communications. Anyone wishing to become a servant leader must serve his employees, he stressed.

As opposed to an autocratic leader who tells his employees what to do, a servant leader asks his employees what can be done to help them do the best job possible.

“This is what we want to achieve. How can I help you do it? The servant leader

Servant leadership has replaced autocratic leadership as the preferred means to manage people as it results in a more personal connection with employees.

constantly serves his employees.”

Build trust first

When a servant leader endeavours to establish a personal connection with his team, he must first build trust.

“Trust takes a long, long time to build but only a second to break. Within yourself, you have to build trust for the people you work with and those who work for you.”

Trust is built by making plans and sticking to a schedule, apologizing for mistakes made, being humble, asking for others’ input and listening to them. Things that break trust include showing up late, cancelling meetings, sharing confidential information with others and disciplining people in public.

“If you don’t connect and build trust, they’re gone.”

Each generation complains about the next one, yet each is responsible for the next one, Jenkins said, adding a connection must be established.

Influencing employees requires guidance, working with them and understanding them.

“You’ve got to be likable because then you can establish trust.”

A servant leader must also demonstrate confidence before his employees, Jenkins said, adding a display of composure is crucial. A confident person isn’t easily offended and celebrates the achievements of others. Confident people are decisive and focus on their strengths. They take initiative and maintain an open body posture. Confidence helps them to better deal with conflict.

A would-be servant leader who wishes to influence his team, gain their trust and be liked must first understand how to be confident, he said.

Being passionate

Servant leaders must be passionate about what they do. “Are you passionate about your clients and team?”

Jenkins cautioned not to attempt to achieve all attributes of becoming a servant leader at one time. Adopting them one at a time will prevent failure.

Employee retention is a key concern

‘You lose people if you don’t give them the right leadership style. Good companies keep people.’

within most industries but is especially so in places where work is seasonal, including the golf course maintenance profession.

“How much better would you be if you could retain those good seasonal people?”

Employee retention is a more favourable option than onboarding new people year after year, Jenkins said. A means to counteract the possibility of losing good employees is to discuss their careers with them, to compliment them on their work and help them to develop their skills.

Jenkins said employers should avoid saying to their employees:

• You’ll always have a job here

• I’m developing you to be my successor

• I want you to have my job one day

• I can help you get your next position

Good employees who are engaged with their employers will feel valued and will want to work with that company, Jenkins said.

Employees need to be treated the way they want to be treated, he said, adding they will otherwise go elsewhere.

An employer who can determine someone’s development level is better equipped to determine his owner leadership style.

“Micromanaging is a misdiagnosis of someone’s development level.”

Employees are often grouped according to development level. For example, a Development Level 1 (D1) employee is low in competence yet high in commitment. A D4 employee has both high competence and high commitment. A leader classified as S1, who possesses a telling and directing style of leadership, is apt to lose D4-type employees if he chooses to micromanage, Jenkins said. A D1 employee will require plenty of support and direction from a leader.

A D2 employee will have some competence but low commitment, requiring the

level of leadership to be in synch, Jenkins said.

D3 employees have high competence and variable commitment. Participating and supportive leaders (S3) offer less direction and leave decisions up to others. They might oversee operations but will trust the group or member’s ability with the expectation they make appropriate choices.

“You lose people if you don’t give them the right leadership style,” Jenkins said. “Good companies keep their people.”

GTI cultivar trials: an update

Trials of Kentucky bluegrass and turf-type tall fescue aimed to improve turf performance

By Dr. Sara Stricker

Research by John Watson and Dr. Eric Lyons

There are two types of cultivar trials in progress at the Guelph Turfgrass Institute, both with the goal of improving turf performance in Canada.

The Turfgrass Water Conservation Alliance (TWCA) cultivar trials compare experimental cultivars against known drought-tolerant standards to qualify drought-tolerant turfgrasses for responsible

use in the managed environment. This drought qualification trialing uses standardized methods across multiple years and locations to achieve a meaningful comparison of drought tolerance across a broad geographic range. The trial in Guelph, Ont. was one of nine locations across Canada and the United States which ran a trial on Kentucky bluegrass trials in 2018–2021.

The TWCA trials use rainout shelters which limit the rainfall

over the trial. The shelters are covered with clear plastic covering to allow light penetration, and they are open at the bottom and sides to allow for airflow. Data is collected using a lightbox and camera, and the photos are analyzed using digital image analysis (DIA) technology developed by the University of Arkansas and NexGen.

Of the 59 entered cultivars (including known standards), 10 entries qualified unanimously having clearly met or exceeded drought tolerance at all locations (see table). Note that some of these cultivars are proprietary and have not been named yet, but you can also check for the TWCA seal on the product.

The second type of cultivar trial run at the Guelph Turfgrass Institute is the National Turfgrass Evaluation Project (NTEP) turf-type tall fescue evaluation. Cultivar trial sponsored by NTEP use an entirely different protocol. The NTEP trials for tall fescue do not use fungicides and only sparingly apply herbicides when needed. In addition, this trial is regularly irrigated.

NTEP is a non-profit program, sponsored by the Beltsville Agricultural Research Center and the National Turfgrass Federation, Inc. The data from tests can be used by extension specialists and others for making recommendations, and turf managers can access the reports on the different turf species online to compare the performance of the cultivars in their geographic region.

The NTEP tall fescue trial in Guelph collected data on density,

Turfgrass Water Conservation Alliance Approved Cultivars

• K11-118

• K17-189AD

• K17-196

• K15-163A

• T17-47

• T14-35

• K13-141

• BEDAZZLED

• BrettYoung

• WATERWORKS

• BrettYoung

• MALLARD

• Pennington Seed

Top Overall Quality in ONTARIO (preliminary data)

• PPG-TF 231

• PPG-TF 267

• BY-TF-169

• Teacher

Dr. Sara Stricker is communications and outreach co-ordinator at the Guelph Turfgrass Institute.

The ongoing NTEP tall fescue trial at the Guelph Turfgrass Institute.

colour, spring greenup, snow mould damage, and leaf texture. Since this is the trial that is in Canada (and the furthest north), NTEP classifies this trial as the “winter hardiness evaluation.”

One of the biggest issues with using tall fescue in Canada is winter survival and snow mould resistance. We noticed some severe snow mould damage on many of the cultivars – and notably the older, wider-texture cultivar (with an undesirable lime green colour) exhibited decent resistance to snow mould damage (see image). This is a challenge to the turf breeders –can you please input those disease defence genes into the newer, finer-textured cultivars?

Notably the cultivars Firecracker, Teacher, PPG-TF 231, and PPG-

TF267 had less snow mould in spring of 2022. For the best overall performance, which includes summer colour and density, the cultivars listed in the table below averaged out with the best performance out of 132 cultivars tested.

Please note that the NTEP data is still preliminary, and we will be conducting two more years of data collection before the final report is issued.

Most recently, the researchers at the Guelph Turfgrass Institute have seeded both a tall fescue TWCA trial and a perennial ryegrass NTEP trial, so be sure to stay tuned for more results coming out of those trials in the future. The University of Guelph and the Guelph Turfgrass Institute continues to work with breeders and seed producers to provide culti-

23_000094_Turf_N_Rec_JAN_FEB_CN Mod: December 29, 2022 3:11 PM Print: 01/17/23 3:26:22 PM page 1 v7

var testing for Ontario and the Canadian turfgrass industry.

For more information, visit the Turfgrass Water Conservation Association (TGWCA.org), the National Turfgrass Evaluation Project (NTEP.org), or the Guelph Turfgrass institute (GuelphTurfgrass. ca) website.

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Snow mould damage in the tall fescue trial.

Rent v buy: The best ROI?

There are pros and cons associated with both renting and buying equipment, but how should a contractor choose?

By Jeff Pate

Mini excavators’ compact size and versatility make them a popular choice for the landscaping industry. There are a large variety of attachments available, allowing them to tackle almost any task on the job site. Although choosing from so many different models and configurations can be a challenge, one of the biggest decisions contractors may face is whether to rent or buy the mini excavator.

On average, about 25 per cent of contractors choose to rent their mini excavators while 75 per cent opt to buy the machine. Some businesses get the best of both worlds by purchasing the mini excavator size class they use most frequently and renting additional machines during busy seasons to supplement their fleet. While there are benefits to both renting and buying, there are details to be aware of to determine which option will offer the greatest return on investment.

When renting a mini excavator may be best

There are several reasons an operator may choose to rent a mini excavator instead of buying it. With a relatively low upfront cost and flexibility to return the equipment at any time, contractors can reap many of the

benefits that come with owning a mini excavator. Whether it’s to save money during a slow economic period or to increase productivity on a quick-turn project, certain conditions warrant a strong rental consideration.

It’s a short-term task: Assess the utilization needs before deciding to buy or rent a mini excavator. If this is a short-term task and the machine won’t have many uses afterward, renting can be a better choice. To better understand what qualifies as a short-term task, estimate the machine’s annual hour usage and the amount of revenue that it would generate. Is that significantly less than what it would cost to buy the mini excavator? If so, renting may be the best option.

Money is tight: Buying any capital equipment requires a substantial financial investment, so opting to rent provides an economical alternative for those looking to save on upfront costs. Depending on the amount of time the equipment will be used, the cost of renting a mini excavator

can be significantly less than the purchase cost. That translates to thousands of dollars of savings right from the beginning. Renting a mini excavator also means there’s no need to worry about insurance costs, interest allocation or the sales tax that comes with purchasing a mini excavator.

You’re looking for less commitment:

The beauty of renting is that operators aren’t chained down to one machine. Since there’s no long-term commitment involved, rental contractors can change out machines based on the projects that arise or new configurations introduced to the market instead of finding attachments for their existing fleet or purchasing additional equipment.

Maintenance is a pain point: When renting a mini excavator, most, if not all, maintenance and service requirements typically fall under the responsibility of the rental centre. This means contractors can focus on the job at hand without worrying about scheduled downtime for servicing. Renting can also be a benefit if unforeseen

It’s important to look at the big picture when considering whether to buy or rent compact equipment. Buying often comes with financing payment cycles that can last several years so looking ahead at future utilization opportunities is critical to determining return on investment.

challenges arise with the machine where repairs are needed. Instead, contractors can simply return the unit and obtain a comparable replacement.

When buying a mini excavator may be best

Although renting a mini excavator involves less time, upfront costs and maintenance, purchasing a mini excavator as a long-term investment is sometimes the better option. With benefits such as having full control over when the machine is used and maximizing ROI with different attachments, buying a mini excavator can be an excellent strategic move for a business. This is especially true in market conditions with high economic growth. Here are some indicators buying a mini excavator is the best choice for you.

Future utilization opportunities: Similar to determining if renting is best, it’s important to look at the big picture when considering buying compact equipment. Buying often comes with financing payment cycles that can last several years, so looking ahead at future utilization opportunities is critical to determining return on investment. For example, if the monthly bill for the equipment is $1,200 and you’ll be working enough billable hours to cover that cost or more each month, buying is likely the best long-term choice.

More flexibility with scheduling:

Contractors who work in a variety of industries such as utility work, landscaping, residential and commercial construction, road work and municipal projects should consider buying a mini excavator instead of renting. With the versatility mini excavators provide when paired with different attachments, the equipment can easily be used in multiple job site applications, which means the benefits of owning one are even greater for businesses that do it all. Purchasing also means the machine is available 24/7 whenever the contractor needs it. With renting, there’s always a risk that the rental company won’t have the right machine available when it’s needed, but those who own their own equipment can have peace of mind knowing they are ready to go when the work comes in.

You’re consistently renting the same size

machine: If renting a mini excavator originally seemed like the best solution, but you now find yourself going back to the rental centre to use the same machine time and time again, it may be time to buy. Those who rent the same size machine multiple times per year fall into this category as well as contractors who find themselves using their mini excavator rentals longer than expected instead of switching it out for different equipment with each new job. Additionally, purchasing a mini excavator gives contractors the option to sell the machine and make money back if they find they no longer need it.

The dealer offers rental purchase options: For contractors who know buying a mini excavator is in their future but can’t get financing upfront or don’t know which model to buy, rent-to-buy programs can be an ideal solution. These programs allow contractors to start using the equipment

right away and rent until they get approved for a loan or find the right model in which they want to invest.

The equipment has reputation for quality: Investing in high-quality new equipment often brings the added convenience of two to three years of minimal maintenance. Along those lines, if the new machine comes with a better-than-average warranty, that’s a sign the manufacturer believes in the quality of its equipment and it’s likely worth the investment. Some manufacturers offer warranties for new machines as much as four years/4,000 hours ¬– double that of many other manufacturers.

Telematic programs are offered with purchase: One of the newer benefits to buying a mini excavator are telematics programs. Some manufacturers will offer the technology free for a limited time with the purchase of the machine. Telematics can help owners stay on top of service tasks.

Health & Safety

By CCOHS

Spelling it out for a more inclusive team

Hey, Ibrahim, right? You’re new here. Welcome! I’m Eugene.”

Ibrahim smiles and extends a hand to greet his new co-worker, who holds up his fist for a bump instead.

“Nice to meet you, Eugene,” Ibrahim says, bumping Eugene’s fist tentatively.

“I’ve been assigned to show you the ropes around here,” Eugene says.

“The ropes?” Ibrahim says, looking around.

“Ah, I’m sorry. It’s just an expression. I’m going to help you get familiar with the shop and your role.”

Ibrahim smiles, relaxing a little. The pair walk through the shop and review the tools and equipment they’ll need at their job site that day.

“Before you get started you have to be trained up on everything from PPE, MMH, to WHMIS and everything else in between!”

As Ibrahim furrows his brow, wondering if he should know what those acronyms mean, another worker approaches with a friendly smile. “Hey Eugene, is that the new OP?”

Organizations and industries have historically used acronyms and expressions to make communication more efficient, as well as to foster camaraderie among workers over a shared language. But as workplaces become more diverse and workforce demographics change, acronyms and expressions can put up an unnecessary language barrier for workers who are new to the country or not yet accustomed to the jargon in their workplace.

Here are a few reasons why spelling terms out and keeping acronyms to a minimum can contribute to a safer workplace.

The Canadian Centre for Occupational Health and Safety (CCOHS) promotes the total well being of workers in Canada by providing information, training, education, systems and solutions that support health and safety programs and injury and illness prevention. www.ccohs.ca

New workers may already be feeling under pressure

The first few weeks of a new job can be stressful enough for workers who are in a probationary period and trying to learn processes and protocols. Layering on an extensive glossary of terms for them to learn can create an unnecessary layer of stress that could lead to the worker feeling pressure to pretend they understand something they don’t. This disconnect poses a potential safety risk to both the new worker and his colleagues. Though it may not be possible to eliminate jargon and acronyms completely from your workplace, you can ensure that all new workers have thorough training on any terms or acronyms they need to know to do their job safely. Trainers should make sure that readability levels and language choices of both the materials and instruction suit the learners. Let them know that it’s OK to ask questions about terms they don’t understand and consider pairing new workers with a more experienced partner who can help them learn all the nuances of the workplace, including language.

If your workplace lingo makes people feel like insiders, it also creates outsiders

Being knowledgeable in industry speak (language specific to an industry) or jargon can be a point of pride for some workers, because just like any other language, it takes time and expertise to master. But while being part of an exclusive club can feel good for those inside it, it doesn’t feel great for those who are excluded. Many workers and tradespersons who come from other countries have the same level of experience and qualifications as their col-

Acronyms and expressions can put up an unnecessary language barrier

leagues, but the terminology is different or doesn’t translate easily. Employers can facilitate a psychologically safer workplace and an easier transition for new workers by minimizing the use of acronyms and jargon, starting from the top of the organization. When leaders opt not to use them in external communications, presentations and marketing, it can lead to a ripple effect with managers, supervisors and other workers, helping to make communication more accessible for everyone.

Get in the habit of using plain language throughout your internal communications, such as emails, notices, and posters. If the default assumption becomes that workers aren’t familiar with the jargon, its use will diminish over time.

Less acronyms and jargon equal more diversity of thought

Having a more diverse workforce has been shown to have many benefits, such as lower turnover, higher productivity, and more innovation. A workplace that prioritizes keeping its language accessible is one in which workers feel comfortable offering ideas and improved ways of doing things.

In most cases, acronyms and jargon are unnecessary. So why not try eliminating them altogether and see how it affects your workplace?

Back at the shop, Eugene sees Ibrahim’s anxious expression.

“Oh geez, Ibrahim, I’m sorry,” he offers. “Am I coming at you too fast with the lingo?”

“Oh, um, it’s not so bad,” Ibrahim says. “But I don’t know what you mean by PPE, MMH or WHMIS.” Eugene smiles. “We are trying to be clearer in our language. Thanks for reminding me that I need to work on it! There are a few terms you do need to be familiar with –let’s go over them together.”