Landscape Trades November 2018

November 2018 VOL. 40, NO. 9

landscapetrades.com

Assign scores to job performance — like video games How consultants helped one company grow Business runs on both logic and emotion

Smartphones

SWARM LANDSCAPE Contractors weigh in on the advantages and drawbacks of today’s new toolbox essential PM40013519

Focus on BUSINESS MANAGEMENT

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Contents

NOVEMBER 2018 VOL. 40, NO. 9

EDITOR AND PUBLISHER Lee Ann Knudsen CLM | lak@landscapeontario.com

ART DIRECTOR Kim Burton | kburton@landscapeontario.com LANDSCAPE ONTARIO MAGAZINE EDITOR Robert Ellidge | rob@landscapeontario.com

Spotlight on business management 2018

MULTIMEDIA DESIGNER Mike Wasilewski | mikew@landscapeontario.com ACCOUNTANT Joe Sabatino | joesabatino@landscapeontario.com SALES MANAGER, PUBLICATIONS Steve Moyer | stevemoyer@landscapeontario.com ACCOUNT MANAGER Greg Sumsion | gsumsion@landscapeontario.com COMMUNICATIONS COORDINATOR Angela Lindsay | alindsay@landscapeontario.com ADVISORY COMMITTEE Gerald Boot CLM, Laura Catalano, Jeremy Feenstra, Mark Fisher, Hank Gelderman CHT, Marty Lamers, Bob Tubby CLM, Nick Winkelmolen, Dave Wright Landscape Trades is published by Landscape Ontario Horticultural Trades Association 7856 Fifth Line South, Milton, ON L9T 2X8 Phone: (905)875-1805 Email: comments@landscapetrades.com Fax: (905)875-0183 Web site: www.landscapetrades.com

FEATURES

6 Smartphones on the crew

Contractors on the ups and downs of smartphones — safety, productivity and customer service.

BY JORDAN WHITEHOUSE

12 Are consultants cost-effective?

A contractor’s experience with professional advice and his company’s growth trajectory.

BY GEORGE URVARI

LANDSCAPE ONTARIO STAFF Darryl Bond, Amy Buchanan, Tony DiGiovanni CHT, Denis Flanagan CLD, Cassandra Garrard, J. Alex Gibson, Meghan Greaves, Sally Harvey CLT CLM, Heather MacRae, Kathy McLean, Linda Nodello, Kathleen Pugliese, John Russell, Ian Service, David Turnbull, Lissa Schoot Uiterkamp, Tom Somerville, Myscha Stafford, Martha Walsh

COLUMNS

In today’s video-game world, lining out quantifiable specifics on job performance helps your employees score.

Landscape Trades is published nine times a year: January, March, April, May, June, August, September, October and November.

BY MARK BRADLEY

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Subscribe at www.landscapetrades.com

A lifetime in business teaches the power of emotional connection when it comes to sales.

BY ROD McDONALD

Copyright 2018. All rights are reserved. Material may not be reproduced in any form without written permission from the publisher. Landscape Trades assumes no responsibility for, and does not endorse the contents of, any advertisements herein. All representations or warranties made are those of the advertiser and not the publication. Views expressed do not necessarily reflect the views and opinions of the association or its members, but are those of the writer concerned.

14 Management solutions

18 Road to success 22 Legal matters

Bonds in construction, Part II A handy reference on construction bonds for contractors.

BY ROBERT KENNALEY AND JOSH WINTER

34 Mentor moment

Jacki Hart believes the landscape profession’s greatest resource is its willingness to share wisdom.

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3

greenpencil Business lessons learned in the Fast Lane —

The hard way

The opinions expressed in this article are 100 per cent lessons that life has taught me. We often read business books written by well-versed, well-educated, well-written leaders from all parts. But the reality is, only the street can teach lessons that facilitate change. If that’s the course you choose — to change, that is.

The following are three lessons that I learned throughout life’s successes and failures.

10-80-10 rule This rule works in several ways. We use it for leadership and teaching, as well as measuring the success of our team. When we expect others to perform things on our behalf, we should spend the first 10 per cent of our time teaching and showing what you expect. Then, let them perform what we hired them to do for 80 per cent of the time.

The final 10 per cent is spent coming along

By Brent Ayles side and providing feedback, both corrective and positive.

This rule also applies to team growth: 10 per cent are Superstars, the ones that continuously exceed expectations. Recognize and promote them. They will build your company. 80 per cent Exist. They want to be told what needs done daily, but they build the country. Learn how to position each of them in their area of strength. And 10 per cent are C.A.V.E. people.

Continuously Against Virtually Everything management does.

They dislike change. They dislike new people. Recognize who they are. Remove them fast. Because again, 80 per cent of your time will be spent dealing with them, and the top 10 will not be developed.

Ordinary vs. Extraordinary There are many Ordinary people in this world, but a very few Extraordinary people. It is so simple to take your life into the Extraordinary level; just do is a little bit of EXTRA. Thank people. Pick that garbage up when crossing the shop yard. Kiss your spouse and children every morning and tell them you love them. Help a co-worker. Send a hand written note (not email) to an old teacher or influencer, thanking them for something they did. Talk positive. Walk with purpose. If you’re happy, tell your face. Show up on time, which is 15 minutes early. Compliment someone’s new hair style. Work those extra three to five hours that make a job pass the final five faster. Be a lifter, not an 4 | NOVEMBER 2018 | LANDSCAPE TRADES

energy vampire. The only difference between Ordinary and Extraordinary is a little bit of EXTRA! There are very few people on the extra mile in life. That little bit of Extra will not cost you much, but it will change your life!

People and connections matter When life’s direction takes a sudden shift, your survival depends on the five people closest to you. People matter. Learn to hold those that matter close.

Two connections that matter are your Inner and Outer Circles. The Inner Circle tends to be your lead team at work and one or two family members; they work closest on a daily basis.

As a leader you cannot be good at everything. Allow your team to fill the voids. One of the biggest challenges a leader has is being self aware. If we expect to be one step ahead with an engaged team, you had best be very self aware of the five people closest to you. They must have the same mission, vision, and values, which unify the team. It does not need to be lonely at the top. Get connected!

Often we refer to your Outer Circle as mentors. Try to have about five key mentors that help shape and grow your leadership potential. These people are to challenge you, ask hard questions, hold you accountable, push you to become better in all areas of life. These are the generally older wiser experienced people, at least 10 years your senior. Be encouraged. Learn.

Grow. If you feel uncomfortable that’s great, it’s a sign that you are growing.

Remember, in order to become better and reach your potential, bring smarter and wiser people into your life. Ask people you respect to mentor you, and schedule monthly meetings.

Have an agenda so the time is focused. Most often those that mentor enjoy this time as much as you will.

Build a wall of fame: Pictures of people that have inspired and added value to your life. Send them thank you notes for their time. Remember, you are only as successful as the five people closest to you. Reach out. Ask for help. Become a Question Asker, and your leadership potential will grow faster than you can imagine.

Write the 10-80-10 rule on your board.

Do that little bit of EXTRA. Find the connections that matter.

LT Lead well!

Brent Ayles is president of Ayles Natural Landscaping, based in Riverview, N.B.

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Smartphones

on the

crew

Contractors craft intelligent policies around safety and productivity

BY JORDAN WHITEHOUSE

Employees at Rembrandt Landscaping of Milton, Ont., find smartphones essential for time logs, communication between crews and sharing photos if there is a concern at a job site.

6 | NOVEMBER 2018 | LANDSCAPE TRADES

It’s

been 10 years since Dartmouth, Nova Scotia’s John Schmidt started Coastal Cuts Landscaping and already it’s getting tough to remember what pre-smartphone life was like. “Even five years ago, without our iPhones, how did we even get by?”

He’s exaggerating, of course, but look around and it’s hard to argue that smartphones aren’t as ubiquitous in the Canadian landscape industry as any other. From file sharing to video chats to GPS mapping, the smartphone and its tools are unquestionably forces for good in the industry.

But with all of that good comes some bad, too. Safety is the big

concern, say all three of the industry vets we spoke to for this story, but so is the pull of that phone for personal texting, posting and friending on the job.

It’s a delicate balance, says Ottawa’s Ed Hansen, the owner of Hansen Lawn and Gardens. But as he sees it, you have to treat smartphones like Integrated Pest Management: “specific and targeted.”

John Schmidt Coastal Cuts Landscaping

Ed Hansen Hansen Lawn and Gardens

FaceTime is the first useful smartphone tool that comes to mind for John Schmidt. The video chat app saves a lot of time, he says.

Instead of driving an hour to a jobsite to solve a grading issue, for example, he can have a 10-minute video call with the foreman instead.

“Oftentimes we come down so hard on our foremen when they screw up, that sometimes they might be hesitant to pull the trigger on an executive decision,” he says. “And when you can feast your eyes on it yourself and you can alleviate them of that responsibility, then they’re the first ones to use it.”

The built-in GPS and map functions are also big for his five-person crew, he says. As is the camera. “You can actually market yourself with these photos. They aren’t the same pictures I took 10 years ago that you’d be damned to put it up on a website or try to reprint.”

Still, there are drawbacks. It’s always a concern that crew members are spending too much personal time on them, he says. Which is why he asks them to leave their personal devices with him during the day in exchange for iPhone 6 work phones. If a message comes in on a personal phone, he filters it out to the field.

Safety is Schmidt’s biggest fear about smartphone use on the job, however, especially when his people are behind the wheel. “It’s obviously illegal to use your phone while driving, but ultimately I’m the one responsible for them. I worry about them like a mother worries about her son when he goes out to buy milk in the middle of a snowstorm.”

In the end, though, you have to be confident in your crew, he says. “You hope your guys hold themselves to the same legal standards at work as wherever they are, whatever they’re doing. And you have to trust that they will.”

That “trust” word is important to Ed Hansen, too, and it’s why he doesn’t have many hard and fast rules about how his 35 employees should use work or personal phones on the job.

“And besides,” he adds, “if you sat there on your phone all day and all you did was have your face buried in Facebook, your productivity would be so low that you wouldn’t make it anywhere, you wouldn’t last.”

He does recognize, though, that times have changed and that constant accessibility is expected in one’s personal and professional life. It can be tough, particularly with young people, to limit that personal pull at work. Two of his people have solved that problem by putting their personal phones in their lunchboxes and not using them unless it’s break time.

Overall, he doesn’t believe smartphones are having a negative impact on the productivity or customer relations of his crews.

Quite the opposite. The communication capabilities of these tools alone — from video chats to group texts — are crucial in the industry today. “I don’t think we could logistically run companies anymore without proper communications between crews.”

Hansen’s guys use Sonim smartphones, by the way, which are among the toughest devices on the market. Other than the communication tools, his crews typically use them to log in when they get a jobsite and log out when they leave, do internet research, and get directions.

But he doesn’t constantly monitor how they use those work phones, let alone their personal phones. “It’s up to the team member to regulate that,” he says.

“And the flip to it is if you do give them that accessibility, then you’re trusting them, you’re showing trust in them, you’re showing that you give professional courtesy and expect it back.”

NOVEMBER 2018 | LANDSCAPE TRADES |

7

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“ Smartphones can be used on everything from payroll apps and OneDrive files with drawings and job information, to an employee portal where crews can find safety forms and submit vacation requests.”

Brian Dougherty Horizon Landscape Contractors British Columbia-based Horizon has stepped up its digital game over the past couple of years, says Brian Dougherty, VP Construction. And that includes using more smartphone and iPad apps and tools with their 100 to 150 employees than ever before. That means everything from payroll apps and OneDrive files with drawings and job information, to an employee portal where crews can find safety forms and submit vacation requests.

Horizon found these tools by talking to their own IT and HR personnel as well as other construction companies. And while it has taken a lot of time, energy and money to maximize these tools for the company’s use, it’s all definitely been worth it, says Dougherty.

“If they’re used in the right way, they make things much more efficient, for sure. They just make it easier to access information reliably and instantly.”

Like John Schmidt and Ed Hansen, though, Dougherty agrees the problem with them is when crew members — and it’s usually the younger ones — spend too much personal time on their phones. Yes, that personal use takes them away from concentrating on the work at hand, but more than that it’s a safety issue, says Dougherty. “When you’re around heavy machinery, you need to be aware, and that’s definitely being taken away when they feel they have to get back to a girlfriend or boyfriend, or when they feel so obligated to keep an eye on their social media.”

Dougherty says he’d probably welcome industry regulations around smartphone use on the job, but in the meantime Horizon’s main rule is that personal cellphone use is limited to breaks only. If they do bring out that phone for a non-work-related or non-emergency issue, they’ll be called out on it. And if it continues to be an issue, they’ll be told to leave their phone elsewhere.

“Overall, smartphones are good for our industry and good for economic value,” says Dougherty, “but when they’re used for purposes outside of production and not used in a LT controlled atmosphere, they can also be very dangerous.”

Jordan Whitehouse is a Vancouver, B.C.-based freelance writer.

10 | NOVEMBER 2018 | LANDSCAPE TRADES

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Do consultants make

landscaping greener?

The costs and benefits of consultants, from one landscape contractor’s experience

Editor’s note: George Urvari and his partner Peter Guinane, operate Oriole Landscaping in Toronto, Ont., a design/build company generating $6.5 million in annual revenue.

About 15 years ago, Oriole hired its first small business consulting company. We spent about $35,000, which seemed very expensive at the time. Ironically, we did not really know what we were looking for, or which problems were most urgent. After about three weeks, we received a big report. I would say we learned a lot — or in other words, were made aware of our potential and our problems, but were not given specific solutions or tools to solve them.

We learned about the 1,200 accountabilities of every business, and started on the process of figuring out who does what, and when.

Our business was going through enormous uncontrolled growth at the time, and it was chaotic, to say the least. The money was well spent and it made us wiser, but there was no direct impact on the bottom line or on improving our dysfunction.

About 10 years ago, Oriole hired a landscape business consultant after hearing his presentation at Congress. We brought him in to speak to our entire company about CHANGE at my golf club. This was the beginning of a massive restructuring campaign to change our people, our culture and our processes. We then signed up for a 52-week challenge, which was a mandatory, company-wide weekly lesson plan. The cost of this was about $13,000 +++.

What I mean by plus-plus-plus was that all our staff dedicated an hour each week to training. So let’s say 30 people at $20 per hour, or $600 per day, plus the cost of not working those hours — so double that and we are at a minimum of $1,200 x 52 weeks and it’s $62,400.

Money well spent. It’s actually even more expensive when you factor in travel time to get to our meetings during productive business hours.

The training actually changed our people, our culture and our processes, as promised. There are positive people and there are negative people. Over the course of the year, we cleared out 50 per cent of our employees. With the help of our positive staff, the morale and spirit of the company improved.

When it came to cultural changes, we all learned that most changes are slow, but as long as there is continual change things improve.

When you look back in the mirror five to 10 years later, the improvements are incredible. Staff thinking is more open and less skeptical.

Regarding processes, you can only make improvements if you 12 | NOVEMBER 2018 | LANDSCAPE TRADES

BY GEORGE URVARI

have great processes and they can only happen if the people and cultural changes happen. We implemented 5S, Nine Types of Waste, The Five Whys, Kaizen and smarter, faster decision making.

Proof is in the pudding. Our company is better run, better organized, and runs smoother with happier, better-paid employees. In fact, I am writing this article while sitting in a 10,000 sq. ft. Spanish villa overlooking the Mediterranean Sea and things back at Oriole are just fine ... I could have never achieved this without consultants.

“ Consultants are a great way to get your business education on-the-job.”

About seven years ago we hired a marketing consultant, with the goal of not increasing, but improving, the quality of our customers. I am told our website is fantastic. This company helped us develop a screening process, so we do not waste time on dead-end leads, while reinforcing our brand. Our company motto — to turn every customer into a raving fan — has largely been possible because of all the consultants we have hired in the past.

Finally, about eight years ago we subscribed to an online software interface for landscape companies, which has helped a ton. Although this company does not do consulting, they provide a fantastic twoday mini-MBA course. I have had the privilege of teaching this course all over North America, helping contractors implement the ideas in their businesses with great results.

Most of us started our companies not as business graduates, but as tradespeople. Consultants are a great way to get your business education on-the-job, because self learning is very expensive.

Interestingly, when I started my business what I really wanted to do was to teach, mentor and most of all help people. In landscaping, I help people have a great experience, create gardens that appreciate and make spaces that are useful. In my upcoming retirement years, I will be doing the same thing as a consultant myself — not just working on landscapes, but helping others to realize their full potential as LT business owners.

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managementsolutions

Work like a video game

BY MARK BRADLEY

Not a day goes by when I don’t hear from somebody, somewhere, about struggles with labour. Candidates for open positions are very hard to find, work ethic isn’t what it used to be and wage expectations are higher than ever. And it’s likely to get worse. Millennials just aren’t being raised to want to work in the trades, much less an outdoor trade. They have been raised in basements and bedrooms, with eyes fixated on screens of all shapes and sizes.

So what are you going to do? You could wait 25 years and hope for a generational shift that swings back to the good ol’ days where kids played outdoors and appreciated the satisfaction behind a hard day’s work. Or you could adapt your business to change with the times.

I’d (strongly) recommend the latter — so here are three simple ways to make your workday less like ‘work’ and more like a video game.

Show ’em the score Most video games are based on a pretty simple concept. Do something right — you get some points. Do something wrong — you lose. (Or you die!) Like it or not, young people have been conditioned since a very young age to try and beat a score. Previous generations had a different work ethic or ‘code.’ You showed up, you sweat it out, and you went home at the end of the day, with a certain sense of accomplishment in just putting in a hard day’s work.

Not so much anymore. You don’t just play games for enjoyment.

You play for a score — and to win. And we do the same in our businesses — we play to win. So here are some simple ‘scores’ you could display in your business to help motivate this different generation.

Use equipment and technology Been in a skid steer or zero turn mower lately? It’s pretty close to a video game. In your hands you’ve got two controllers that can do all kinds of cool stuff just by thinking about it. Manual labour was never cherished by any generation, but previous generations accepted it as part of life. Today’s generation hasn’t had to do much manual labour and they don’t expect that to change in their career.

The more you can equip your crews with machines, tools, and technology, the more your staff will enjoy daily work.

‘Level Up’ your staff Many games give you a character, and your job is to develop that character. As you play (and win), your character gets greater powers, does more damage, and in short, is much more fun to play with. Why should work be any different? Isn’t this exactly what we want, too? We want staff to build their skills, get faster and be better. They’ll cost a bit more, but they’ll be far more productive, be able to take on more

CHART 1: SHOW ’EM THE SCORE SCORE/KEY PERFORMANCE INDICATOR

FREQUENCY

PURPOSE

Estimated hours vs. Actual hours Daily

Each and every time a crew is on a job, they should know how long they should be there and work to beat that goal. You’ll see a huge improvement in productivity.

Billable vs. Unbillable Monthly

Billable time is time spent on jobs generating revenue. Unbillable time is time spent on payroll doing things that don’t generate revenue (loading/washing trucks, driving, fixing, etc.). You can measure and post each crews percentage of unbillable time and reward the crews with the lowest score. You’ll likely see immediate improvements in labour expenses, job productivity and revenue earned.

Revenue-to-date Monthly

Set an annual sales goal for your company or division. Post that goal, and each month’s progress-to-date up in the shop, so everyone can see whether we are on track for success.

You can expect to see improved engagement in the business, suggestions/ideas, and productivity.

Enhancements sold Monthly or Quarterly

In maintenance, many contracts are sold at extremely competitive prices to ‘get the job.’ Profit depends on enhancements. Set goals for enhancements sold to date and track progress to help inspire account managers and crews to identify and sell property enhancements to your customers. This will have a significant impact on net profit and revenue earned.

Safe days Monthly

Getting home safe to our families is the Number One priority of every work day. To demonstrate a commitment to safety, track and share safe days worked.

14 | NOVEMBER 2018 | LANDSCAPE TRADES

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managementsolutions CHART 2: USE EQUIPMENT AND TECHNOLOGY EQUIPMENT/TECHNOLOGY

PURPOSE

Skid steers, minis, etc.

They make your staff more productive, at a lower cost per hour! They decrease the number of people you need to employ, finish jobs faster (so you can finish more jobs per year) and make work more enjoyable. All for a monthly payment that’s less expensive than your cheapest labourer!

Smart phones

There’s more power in today’s smart phone than the first ship to land on the moon. With the right apps, these devices improve communication, document work completed, eliminate paperwork, eliminate overhead staff and data entry hours, and improve driving, routing and information accuracy.

This is a no-brainer.

Drones and job cameras

Drones can add cool overhead shots and ‘fly-bys’ to your marketing, while stationary cameras can document time-lapsed diaries of jobs as they’re completed (while improving job efficiency because the camera is always watching!). Gives you cool content for marketing, and improves employee pride in quality of finished work.

Grading controls

Even compact machines can benefit from grading controls. For a relatively low cost, you can excavate and grade with extreme accuracy. Eliminates a second person to help shoot grades while reducing the costs of excavated material, base material, and excavation time.

responsibility and build a company culture around successful people.

Nearly all landscape contractors have roles, but do not know: l How to move from one role to another. l The wage ranges for the roles . l How to advance within a role (How do I get a raise?).

Giving your staff a ‘level up’ system will not only give work a greater purpose and an incentive to improve/develop, it will prevent uncomfortable conversations around raises and why they are or aren’t earned. Subjective conversations (around feelings and I ‘think’) are frustrating. Objective conversations (around goals, certifications and yes/no answers) make difficult conversations really easy.

16 | NOVEMBER 2018 | LANDSCAPE TRADES

CHART 3: ‘LEVEL UP’ YOUR STAFF EXAMPLE

EXPLANATION

Establish positions and levels

For example, you might create roles like Labourer Level I, Level II, and Level III. Then, someone could move up to Lead Hand I, and eventually Foreman I, or Foreman II.

Set clear skill expectations

For each position (and level), identify the necessary skills or certifications. Gives your staff a very clear picture of what they need to develop in order to progress. You’ll quickly be able to identify the staff that are ‘plugged in’ vs. the staff that are just there for a paycheque.

Establish wages (or ranges) for each level

If it’s clear that a Labourer Level I maxes out at $16/hour, but a Labourer Level II can make up to $18/hour, you give staff very clear reasons why they should invest in themselves to develop the skills necessary to improve their standard of living. Much more effective than giving raises ‘just because’ someone’s been around a while, or you’re scared to lose them.

Run predicable reviews

Do employee reviews at predictable intervals and give raises and/or advancements only during these reviews.

It will cut out the uncomfortable feeling when an employee walks in your office in the morning asking for a raise ‘or else.’

In the September Landscape Trades, we wrote about creating opportunities for staff by developing career ladders with predicable wages and expectations for skills and capabilities. For a more deLT tailed explanation, find that article.

Mark Bradley is the president of TBG Landscape and the Landscape Management Network (LMN), based in Ontario.

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Bobcat of London, Ltd. London 519-455-4900 www.bobcatoflondon.com

Bobcat of Brantford, Inc. Brantford 519-752-7900 www.bobcatofbrantford.com

Bobcat of Ottawa Valley Casselman 613-764-2033 Cornwall 877-244-5593 Ottawa 613-831-5166 www.bobcatOV.com

Bobcat of Durham East, Ltd. Courtice 905-404-9990 www.bobcatofdurhameast.com Bobcat of Grey Bruce Owen Sound 519-372-9100 www.bobcatoftc.com Bobcat of Hamilton, Ltd. Stoney Creek 905-643-3177 www.bobcatofhamilton.com

Bobcat of Parry Sound Nobel 705-342-1717 www.bobcatofparrysound.com Bobcat of the Tri-Cities, Ltd. Kitchener 519-579-9100 www.bobcatoftc.com ww

Bobcat of Toronto Brampton 416-679-4172 Scarborough 416-679-4171 www.bobcattoronto.com

John’s Equipment Sales & Service, Ltd. Frankford 613-398-6522 bobcatjohnsequipmentsales.com

Can-AmTractor, Ltd. Chatham 519-351-4300 • 888-294-8818 www.kuceras.com

McGavin Farm Equipment Ltd Walton 877-887-6365 www.mcgavinequip.com

Carrier Centers Sarnia 877-336-4840 Windsor 888-956-8785 www.carriercenters.ca

Stratford Farm Equipment (1983), Ltd. Stratford 519-393-6162 www.sfe-sales.com

roadtosuccess

Emotionally charged business

BY ROD McDONALD

My wife and I were leaving a coffee shop here in Regina one afternoon. We ran into a woman and her son. The son was in his 30s.

I recognized her as a regular customer of mine for many years.

We started to chat. It was a sunny day, and she told us she was a single mother many years ago. She had no way of setting up a real Christmas tree, so she and her son came to the garden centre. He chose the tree even though he was only five. We did the fresh cut, put the stand on and delivered it to their apartment. The tree was so much bigger than her little boy.

As she told the story she got emotional remembering that Christmas from many years ago. “Without the delivery and setup, we could never have had a tree like that one,” she said. Lovely words.

Her son got excited. “This is the guy who brought over the tree? I loved it when you set up my tree!”

Because of that delivery she became a regular shopper.

I get that. Sales are often based upon emotion and not logic. Each time my family visits our local ice cream stand, and I order a maple

Remembering that emotion plays a role in purchases, gains a retail garden centre customers for the future.

18 | NOVEMBER 2018 | LANDSCAPE TRADES

walnut sundae, I get teased. Maple walnut was my dad’s favourite, not mine, and I order it now and again, to remember him. Not the logical side of my brain but I have never claimed to be Spock.

As human beings we can stand on the mountain top and shout that we are logical. As businesspeople we can claim we always have our eye on the bottom line and yet … count the decisions that we make each and every day. How many were made for reasons other than pure logic?

Logic is not always the same for each of us. Logic is a floating crap game. I had a couple from Oregon visit my garden centre. They had a Christmas tree farm and wanted to retire, with no buyer in sight.

They were selling off their inventory, all of it, and they were selling cheap. “Would you like to buy some trees from us,” they asked?

One part of logic should have said “yes” as the quality was good and the price was even better. Yet I did not. They were surprised. I told them that if I bought from them this year, “How do I return to my regular growers next year without appearing cap in hand?”

That is an example of long-term logic versus short term, ‘easy money’ logic. Over the years, I have observed many different operators and their styles. Those owners who had the long-term view as their focus, always did better than those who moved around from deal to deal. One greenhouse operator in our locale jumped from bargains to specials to clearance prices on a regular basis. There is always a long story and a short story. The short story is that after 10 years, always thinking he was the ultimate in shakers and movers, he went bankrupt owing a million dollars. I remind myself of how he ran his business each time I get offered ‘easy money.’ I always put single quotes around those two words, ‘easy money.’ ‘Easy money’ is a myth, as is the tooth fairy.

How many times has a customer asked if we had a rose “just like the one in my grandmother’s yard?” In the prairies, that old-fashioned red rose that grew in grandma’s garden was probably a ‘Hansa’ rose.

Not a great rose. There are many better ones on the market today; but how do you disrespect something that Grandma grew? We learn to walk a fine line explaining that we have something that Grandma would be growing today if she were still with us. If we choose our words wisely, we will make the sale, and the ‘Emily Carr’ we sold will become their new favourite. Again, we are dealing with emotion and that emotion runs close to the surface.

When I listen to Leonard Cohen sing ‘Suzanne’ I am transported back in time to when I was 15 and the world was new and incredibly

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roadtosuccess exciting. It was also a time in my life when I had many more answers than questions. That is pure remembrance and emotion. The same thing happens when Gordon Lightfoot sings ‘Early Morning Rain’ or Neil Young performs ‘Helpless.’ It appears my youth was spent listening to Canadian folksingers.

My point, and rest assured I always have a point, it just takes awhile for me to get there, is that the more we tap into emotional selling, the more successful we can be in our careers. Each of us have our emotional trigger points. What they are vary, of course, but they are there.

Customers love it when you remember their names and what it is they grow. Asking Bernie about his peonies endeared me to him.

Asking any customer what they are planting is always a great way to solidify loyalty. This does not happen at Home Depot.

Sales increase under shade cloth. No one knows why but my guess is that we relax when we walk under shade cloth. If we are relaxed we are more open to making a purchase. Shade cloth is a great idea for more than horticultural reasons.

When selling higher-end products or landscape services, if you can touch people in a non-threatening manner, it increases sales.

Non-threatening is defined as being between the elbow and the shoulder and gently is the operative word. I am not very good at this part of selling. Working the crowd is where I excel, but the touch and hug stuff … my Scottish roots begin to show.

My friend, Nicky Makris, owns a café. He is a legend in our city for working the crowd. He goes from table to table chatting to his customers and his place is always packed.

One of Nicky’s staff members told me that if someone comes in with a snarky attitude, Nicky can calm them down within a minute, “and if he can’t get them to smile, then they are real jerks!” Working the crowd is a skill set and a valuable one. Everyone wants to be

“ The more we tap into emotional selling, the more successful we can be in our careers.” acknowledged and appreciated. Nicky provides an emotional experience for his customers and in the garden centre/landscaping business, we need to do the same.

Appealing to people’s nostalgia increases sales. My friend Chris, who owned English Bay Bagels on Denman Street in Vancouver, sold phenomenal numbers of cinnamon rolls made with baking powder instead of yeast. That type of cinnamon roll is what my mother made for me as a child, and I loved them. Chris sold hundreds of them, every day, to people just like myself. We need to ask: What can we sell that appeals to the nostalgia in the gardener?

I was planting flowers for my wealthiest customer. He came out of the house and asked the name of a flower. It was celosia something that we don’t plant very often. He really liked it and told me so. Each year, after that, I ensured he had lots of celosia planted in his flower beds. He was quite pleased I planted that flower. Perhaps it was the flower his mom always planted when he was a boy?

Once we accept that emotion plays an equally important part along with logic, in sales, then we can find our road to success. LT

Rod McDonald owned and operated Lakeview Gardens, a successful garden centre/landscape firm in Regina, Sask., for 28 years. He now works full time in the world of fine arts, writing, acting and producing in film, television and stage.

20 | NOVEMBER 2018 | LANDSCAPE TRADES

20 | NOVEMBER 2018 | LANDSCAPE TRADES

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legalmatters

Bonds in Construction: Part Two In our September column we addressed the general nature of bonds in construction and provided an overview of the process of obtaining a bond. In what follows, we will provide an overview of the types of bonds, applicable limitation periods and claims against bonds.

The bid bond Contractors who wish to bid for a contract which is out to tender are often required to post a bid bond with their tender submissions.

Under the bid bond, the Surety generally secures the obligation of the Principal to enter into the construction contract according to its terms if the Principal is awarded that contract. If the Principal (in this case the bidding contractor) fails to enter into the contract in accordance with the tender documents, the Obligee (in this case the owner) may call on the bond to recover any losses or damages it might incur in awarding to another bidder or re-tendering the project, up to the maximum value of the bond (which is usually 10 per cent of the Principal’s bid price).

If the construction contract itself requires that the contractor post a performance or labour and material bond, the bid bond will generally also secure the Principal’s obligation to provide those bond(s) if awarded the contract.

BY ROBERT KENNALEY AND JOSH WINTER

the Principal to claim under the bond. Others who are further down in the construction pyramid and who have not provided labour or material directly to the Principal are generally unable to claim under the bond. In Ontario, recent changes to the Construction Act provide additional protection down the pyramid in relation to public contracts with a contract value of $500,000 or more.

The Surety who pays out to subcontractors or suppliers under a labour and material payment bond will be entitled, through subrogation, to pursue the subcontractor’s remedies to recover the amounts it has paid.

The performance bond A performance bond generally secures the obligations of the contractor, as Principal, to perform all of its obligations under the prime contract with the Owner/Obligee.

Under most standard form performance bonds, if the Principal defaults in its performance of the underlying contract (and so long as the Obligee has met its obligations under the underlying contract), the Obligee may declare the Principal to be in default

The labour and material payment bond Labour and material payment bonds generally secure the obligation of the Principal to pay its subcontractors and suppliers for the supply of services or materials to the project in question. Those who have supplied labour and material to the Principal, and who have not been paid, may claim against the labour and material payment bond so long as they meet the conditions of the bond.

It must be noted that most standard form labour and material payment bonds only allow those who have contracted directly with 22 | NOVEMBER 2018 | LANDSCAPE TRADES

Contractors are often required to provide bonds for projects.

and call on the Surety under the bond.

Where a claim has been properly made against a performance bond, the Surety generally then has two basic options: take steps to remedy the Principal’s default or step in and complete the prime contract on behalf of the Principal. If the latter option is utilized, the Surety generally has the option of either retaining subcontractors and suppliers to complete the contract work or solicit bids to have a contractor finish on its behalf.

The Surety is only required to remedy or complete the work of the Principal up to the financial limits of a bond. The limit is generally 50- or 100 per cent of the contract price.

Should the Surety step in under the bond to complete the contract, the Surety is entitled to any balance owed to the Principal. The Surety can also set-off against funds otherwise owed by the Obligee to the Principal for the cost of deficiencies or incomplete work on the project. In addition, subrogation allows the Surety to step in and commence legal proceedings for any issues relating to the underlying contract.

In recent years, owners of large projects

have at times required major subcontractors (mechanical, electrical or structural steel) to post a performance bond to secure their obligations under subcontracts. These performance bonds, under which the subcontractor is the Principal, operate in the same fashion as the performance bond under which the contractor is the Principal.

Robert Kennaley and Josh Winter practice construction law in Toronto and Simcoe, Ont. They speak and write on construction law issues and can be reached for comment at 416-700-4142 or at rjk@kennaley.ca and jwinter@kennaley.ca. This material is for information purposes and is not intended to provide legal advice.

Readers who have concerns about any particular circumstance are encouraged to seek independent legal advice in that regard.

Lien bonds A lien bond is a bond which is posted with the Court to lift, or vacate, a claim for lien. It stands in Court as security for the claim for lien and takes the place of the land against which the lien was registered in most cases.

Generally, any person who needs or wishes to lift the lien by paying monies into Court can utilize a bond to do so. (If bonding is not available, cash or letter of credit will generally suffice, but reference will have to be made to the rules in each particular province in that regard).

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Limitation periods and claims against bonds In Ontario, the Limitations Act establishes a two-year limitation period during which proceedings must commence to avoid the expiry of the claim. The two-year period commences from the date the cause of action was discovered. The bonds themselves, however, may provide that claims must be initiated within specified time periods, failing which the claims will expire. The particular bond in question should accordingly always be referenced to determine what limitation periods might apply.

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Concluding comments Contractors and major subcontractors are often required to provide bonds for projects they wish to perform work on. Bonds also provide a vehicle for those who provide materials or services to a project in getting paid. Further, bonds help owners/financiers ensure they will not suffer excessive cost overruns. Accordingly, understanding the operation of bonds and how they are placed, secured and called upon, is important in the LT construction industry.

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NOVEMBER 2018 | LANDSCAPE TRADES |

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www.zandersod.com NOVEMBER 2018 | LANDSCAPE TRADES |

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The green profession gathers for two days of education and connection at GISC.

Edmonton hosts GISC The Green Industry Show and Conference (GISC) returns to the Edmonton Expo Centre Nov. 15 and 16, 2018. The GISC is Alberta’s largest trade show and conference for professionals in landscape, horticulture, and nursery trades, with an average of 2,300 visitors.

“The GISC is where our industry comes to-

24 | NOVEMBER 2018 | LANDSCAPE TRADES

gether for two days of education, innovation, and connection,” says Landscape Alberta’s Executive Director, Joel Beatson.

This year, 22 conference sessions bring top industry speakers and experts from across North America. Highlights include garden communicator Susan Martin, exploring how to build revenue through the next generation of

women shoppers; Dr. Darby McGrath and Michael Brownbridge of Vineland will discuss how conceptualizing urban landscapes can lead to self-sustaining and resilient ecosystems in the face of climate change and rapid urbanization; and join Breakthrough Academy’s Danny Kerr as he discusses “The Three Keys to Getting Out of the Day-to-Day in Your Business.” For

session descriptions and a full schedule, visit www.greenindustryshow.com New to 2018 are Just in Time sessions, where Landscape Alberta members and past attendees suggested topics they most wanted to see at the conference. “This is an exciting way to ensure we capture the pulse of the industry by providing the right session at the right time,” says Beatson.

Attendees can also choose a pre-conference add-on option for more in-depth development, with four pre-conference workshops on Nov. 14. Choose from the Certified Irrigation Technician Preparation Workshop, Alberta Greenhouse Grower Association’s Day of Discovery, Building Your on Page Strategic Plan for 2019, or the Assessing and Modifying Urban Soils workshop.

Attendees can also browse the largest industry trade show on the prairies, with over 200 booths featuring the latest products and technologies from exhibitors across North America.

Landscape Alberta members who pre-register receive free admission into the trade show and preferred pricing on conference registration. Register before Oct. 24 to receive early bird rates. The Green Industry Show and Conference is hosted by Landscape Alberta; a non-profit

organization that supports and represents the landscape horticulture industry in Alberta. Visit greenindustryshow.com for more information and to register.

Canadian wins tree climbing event Krista Strating of Hamilton, Ont., earned the Women’s International Tree Climbing Championship (ITCC) title for 2018. More than 70 male and female arborists and tree climbers from 20 countries competed at this year’s event, held Aug. 3-5, in Columbus, Ohio. James Kilpatrick of Hamburg, Germany, won the men’s world title.

Strating bested other female climbers in five preliminary events, each of which simulated work-related tasks when pruning and caring for trees. She was among female competitors who scored the highest in the preliminary events to earn a spot in the Masters’ Challenge championship round and battle for the title of women’s world champion.

ITCC competitors are some of the best in the industry who earn the opportunity to compete

by winning local and regional competitions held

by International Society of Arboriculture (ISA) chapters and associate organizations around the world. Strating’s prior titles include the 2014 and 2017 Women’s North American Tree Climbing Champion.

The 42nd annual ITCC, organized by the ISA showcased these industrial athletes to educate the public about professional tree work, and the training and expertise it requires to be done safely.

Krista Strating won the 2018 Women’s International Tree Climbing Championship (ITCC) title.

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newsscape Echo receives innovation award

pair. Established in 2008, SMS Equipment promotes advanced equipment technologies that result in cleaner, more efficient ways to build communities, create infrastructure and develop resources.

Echo received recognition for three of its newest products in the annual Pro Tool Innovation Awards (PITA) program. The program seeks to discover and recognize the most innovative tools in the residential and commercial construction industry across a wide variety of categories.

A panel of professional tradesmen and trade media representatives from the U.S. and Canada identified the new BP-8010 Backpack Blower, the PB-2620 Handheld Blower and the SRM3O20 Trimmer series. Echo is a subsidiary of the Japan-based Yamabiko; the company’s Canadian operations are headquartered in London, Ont.

Ariens rebrands to AriensCo Ariens Company, which includes Ariens, Gravely, Countax and Westwood products, is rebranding to AriensCo. Established in 1933, AriensCo is based in Brillion, Wis.

Humber Nurseries exits retail operations A leading Toronto-area garden retailer, Humber Nurseries of Brampton, Ont., has sold its land in a deal closing this December. A new Humber Nurseries business is planned for a 2020 opening in Caledon, Ont., focused on wholesale/landscape trade supply.

as the full National Recipe program, are also featured. Proven Winners also provides grower hotlines in the U.S. and Canada to field questions about producing premium quality hanging baskets and containers at provenwinners.com/ professionals/hotline.

Proven Winners releases recipe guide

Takeuchi-US partners with Alberta-based dealer

Proven Winners has released its 2019 Recipe Guide for professional growers. The guide includes everything from creative design tips to critical production knowledge crafted by lead growers. Planting diagrams for nearly 200 recipes that utilize new varieties for 2019 are pictured in the guide. Recipes containing the Annual of the Year, Lemon Coral sedum, as well

Takeuchi-US announced SMS Equipment as a new dealer. Headquartered in Acheson, Alta., the dealer has over 35 locations across Canada and one in Anchorage, Alaska, to support Takeuchi. SMS will carry the full lineup of Takeuchi products, including excavators, skid steer loaders, track loaders and wheel loaders, in addition to stocking parts and performing equipment re-

we do

PET

FRIENDLY IcE MELTERs

lettertotheeditor Re: Rod McDonald’s Road to success.

Gail Bowen, one of Canada’s most published mystery writers, is author of Murder at the Mendel. She previewed Rod’s column on page 18.

Rod, I finally got around to reading your column, and as always, your words make me smile and reflect. Well done!

Gail Bowen

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newproducts Telescopic loader The new Avant 423 features a 4-cylinder, 22 horsepower Kubota engine and has more power and torque than the previous 420 model. It’s ideal for arborists and landscapers looking to enhance productivity and tackle varied jobs while preventing ground damage.

Avant Tecno www.avanttecno.com

Paver dolly Bon’s new Paver Dolly securely and easily transports layers of paving blocks directly to pallets where they are needed on building sites. The cart has fully-adjustable clamping jaw and screws that provide a snug fit for block layer widths that measure from 22-1/2 to 35 inches. No tools are required to make adjustments. The cart can be used to load non-palleted block by hand. The cart is designed with a foot bar that provides leverage for easier transportation. Reinforced cross-brace handles will not twist under the weight of loads up to 440 pounds.

Excavator grapple attachments Kinshofer offers its D-Series grapples with a new light, compact and flexible shell, ideal for sorting and demolition. The attachments feature 360-degree endless rotation for precise positioning to give construction, demolition and recycling contractors optimal control when grabbing materials. D-series grapples are available for 4,400-pound (2-ton) to 176,000-pound (80-ton) excavators.

Bon Tool www.bontool.com

Kinshofer www.kinshofer.com

Snow blower Ariens has expanded its Sno-Thro lineup by introducing the Platinum 28 SHO RapidTrak. The machine combines the Sno-Thro platform with the patent-pending RapidTrak. The 28-inch Sno-Thro also includes heated hand grips and the patented quick-turn chute control.

Ariens www.ariens.com

Skeleton buckets Used primarily to separate rocks and large debris from soil and sand, the new Skeleton Buckets from Cat feature heavy duty construction and find application in a number of industries, including landscaping. Designed for use with skid steer loaders, multi-terrain loaders, compact track loaders, and compact wheel loaders, Cat Skeleton Buckets incorporate structural elements that ensure efficient operation and long-term durability.

Cat www.cat.com 28 | NOVEMBER 2018 | LANDSCAPE TRADES

CANADIAN SOLDIERS LIVE FOREVER Join us in planting 2 million trees along the 401 Highway of Heroes, a tribute to the men and women who fought for Canada in our wars, and a living memorial to the 117,000 who died for freedom.

You can participate in honouring our military, protecting the environment and beautifying North America’s most travelled highway. Visit hohtribute.ca or call 905-875-0021 to get involved.

Illustration by Rick Jacobson

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newproducts Stump shredder attachment John Deere continues to expand its Worksite Pro attachments lineup with the addition of the SS30 model Stump Shredder. Ideal for landscaping and construction job sites, the new shredder removes stumps from 203 mm (8 inches) to 711 mm (28 inches) in one pass.

Larger stumps are easily removed with multiple bores. The stump shredder is optimized for the new mid- and large-frame G-Series skid steers and compact track loaders.

John Deere www.deere.ca

Compact wheel loader The new Cat 903D Compact Wheel Loader, compared with its 903C2 predecessor, features a 25 per cent increase in both lifting capacity and travel speed. With new optional features, such as creep control, throttle lock and work tool electrical harness, the 903D has the ability to run any number of tools.

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The Milwaukee Tool M18 Redlithium High Output XC6.0 Battery Pack is now available. The new pack provides 50 per cent more power and runs 50 per cent cooler than its predecessor and is compatible with M18 tools.

V-Plow guard system Winter Equipment recently announced the V-Plow Guard system, featuring steel blades, centre and outer PlowGuards, hardware and installation instructions. All steel is reinforced with Winter carbide matrix hard facing weld, increasing blade efficiency, while also reducing damage from rough roads and unseen obstructions. Additionally, the PlowGuards and blade work in tandem to protect and reduce uneven and premature wear, eliminating in-season blade changes and reducing downtime.

Winter Equipment www.winterequipment.com

Oscillating skid-steer mount SnowEx introduces an Oscillating Skid-Steer Mount for its Heavy-Duty (HD) and Speedwing snowplows, contributing to better scraping performance and less wear on the plow’s cutting edge. The mount can quickly attach to any brand or style of skid-steer loader. The new skid-steer mount provides six degrees of side-to-side oscillation, which allows the blade to follow the contours of the pavement for a cleaner scrape.

SnowEx www.snowexproducts.com

30 | NOVEMBER 2018 | LANDSCAPE TRADES

cnlanews

Participate in the 2018-19 wage survey CNLA is conducting a wage survey starting in the fall to update statistics for our members.

The last survey was conducted in 2014-15.

Wage information provides a valuable picture of the industry for member companies and can be used to attract labour.

CNLA encourages members to gather information prior to completing the survey. Information required includes: Average base hourly wage: total the number of employees working within a specific job description and divide that total by the average base hourly wage of those employees. Base hourly wage is the straight time pay not including overtime, shift premium, bonuses, benefits, profit sharing, payroll deductions, etc. Converting salary into base hourly wage: divide the total gross salary/week by 40 hours. Average number of hours worked annually: total the number of hours for all employees that do the job presently and divide by number of employees. Average years of employment within business: total the number of years of employment of all the present employees that do the job and divide by the number of employees. Total number

of employees: total number of employees for that specific job. More information will be sent in coming weeks.

Online retail training is now free Garden Centres Canada and the Professional Development Committee are pleased to announce the Landscape Industry Certified (LIC) Retail Horticultural Online Training Program is now free to members. Shipping charges still apply. This will allow members and their employees to upgrade their retail skills and work towards certification.

This interactive program will interest owners, managers and associates. Whether you are looking to enhance your knowledge and skills, or working towards your designation as a Landscape Industry Certified Horticultural Technician, this program will help you get there.

The 12 module, online program (cnla.ca/ uploads/pdf/Retail-Horticulturist-Training-Order-Member-discount-Form-2018.pdf) is another learning tool, which along with the written manual, will take the learner through key aspects of the garden centre business. The successful student will emerge more knowledgeable, competent, confident and valuable to both

the business and to the customer.

The course may be taken through any internet capable connection including a smart phone. This provides greater flexibility to the learner and does not limit their studies to an office or home. However, when answering the quizzes, it is recommended that a larger screen be used to better select the answer button.

We wish you good luck on your journey towards becoming a Landscape Industry Certified Horticultural Technician!

Certification update The National Association of Landscape Professionals (NALP) has announced plans to reshape the Landscape Industry Certification (LIC) Technician exam for Hardscape and Softscape Installation, and Ornamental and Turf Maintenance modules. NALP owns the LIC program, and CNLA, via the provincial associations, is a licensee of the program. NALP is developing an online format that will replace the current hands-on and written testing format.

CNLA’s Professional Development Committee, with representation from the provincial associations, is evaluating changes to the program to determine whether it fits the needs of NOVEMBER 2018 | LANDSCAPE TRADES |

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cnlanews

the Canadian landscape industry. CNLA and the partner provincial associations are committed to serving members by providing industry certification and will continue to offer a certification program that is recognized and relevant going forward. Furthermore, all previous certifications will continue to be recognized.

32 | NOVEMBER 2018 | LANDSCAPE TRADES

The certification program is being reshaped to better suit the industry.

Pesticide regulation report coming this fall

Please be advised that candidates that do not complete all in-progress stations by December 31, 2019, will be required to start over under the new format. Refunds will not be offered for any candidate unable to complete before this deadline. CNLA is working to ensure that new candidates, as well as in-progress candidates, understand this deadline and have many opportunities to complete the process and earn their designation.

Current certificants, certification Holders, certified individuals: Continue to accumulate Continuing Education Units (CEUs) to ensure your certification does not lapse. For information on Recertification, visit: cnla.ca/ training/recertification In-progress candidates: CNLA encourages in-progress candidates to participate in available testing to continue on their path towards certification. A spring session will be held on June 22, 2019. Register now at cnla.ca/ training/exam-info.

Landscape Canada is currently reviewing the initial draft of a report on the status of pesticide regulations across Canada. LCC commissioned the study by Peter Isaacson (CNLA’s IPM and Minor Use Coordinator) on federal, provincial and municipal responsibilities for pesticide regulation, as well as municipal pesticide bylaws in various provinces. The information will “allow landscapers and green industry specialists to better understand and compare regulations across Canada,” the study proposal states. LCC approved the $2,000 report during a May 29, 2018 conference call.

LT

The Canadian Nursery Landscape Association is the federation of Canada’s provincial horticultural trade associations.

Visit www.cnla-acpp.ca for more information.

events

advertisers where to find it

November 14-16, Fihoq Expo, Drummondville, Que. www.expofihoq.com

COMPANY

PAGE

WEBSITE

Atlas Polar Company Ltd 25

www.atlaspolar.com

November 15-16, The Green Industry Show and Conference, Edmonton, Alta. www.greenindustryshow.com

Baker’s Nursery Ltd 24

www.bakersnursery.ca

Beaver Valley Stone Limited 26

www.beavervalleystone.com

Bobcat Company 17

www.bobcat.com

November 27-28, HortEast Trade Show and Conference, Truro, N.S. www.horteast.com

Cub Cadet Pro

www.cubcadet.ca

2

Ford Motor Company of Canada Ltd 13, 21

www.ford.ca

Hino Motors Canada 35

www.hinocanada.com

LMN 8, 9

www.golmn.com

Miller Compost – The Miller Group Ltd 32

www.millergroup.ca

Oaks Landscape Products 15

www.oakspavers.com

December 3-7, The Irrigation Show and Conference, Long Beach, Calif. www.irrigation.org

Permacon Group Inc 36

www.permacon.ca

Proven Winners ColorChoice 19

www.provenwinners.com

Stihl Limited

www.stihl.ca

2019

The Salt Depot 24

www.saltdepot.ca

Unilock Limited 11

www.unilock.com

WPE Equipment (Windmill) 20

www.wpeequipment.ca

Zander Sod Co Ltd 23

www.zandersod.com

November 28-30, The Buildings Show, Toronto, Ont. www.thebuildingsshow.com

Jan. 8-10, Landscape Ontario Congress, Toronto, Ont. www.LOcongress.com

5

Jan. 9-11, Mid-Atlantic Nursery Trade Show, Baltimore, Md. www.mants.com Feb. 12-14, National Invasive Species Forum, Ottawa, Ont. www.canadainvasives.ca Jan. 16-18, The Tropical Plant International Expo, Fort Lauderdale, Fla. www.tpie.org

SERVICES AND SUPPLIES

Jan. 22-25, Sports Turf Managers Association Conference and Exhibition, Phoenix, Az. www.stma.org Jan. 28-30, Great Lakes Trade Expo, Lansing, Mich. www.glte.org Jan. 30-Feb. 1, iLandscape, Illinios and Wisconsin Landscape Show, Schaumburg, Ill. www.ilandscapeshow.com Feb. 13, GreenTrade Expo, Ottawa, Ont. www.greentrade.ca

OTTAWA VALLEY REEL GRINDING SERVICES BY THE CANADIAN GOLF CLUB We provide golf courses, municipalities, and landscapers the best prices for reel grinding in the Ottawa Valley.

Reels sharpened for $100 per reel (some exceptions). We can change bearings and perform reel and mower maintenance at shop rates of $65 per hour.

We can arrange to have reels picked up and dropped off at your location.

Contact: Corey Phillips

CANADIAN GOLF CLUB grounds@canadiangolfclub.com 613-253-0022

CLASSIFIED ADVERTISING: All ads must be pre-paid by credit card. Rates: $62.15 (HST included) per column inch (approx. 25 words). Min. charge $62.15. Deadline: 10th day of the month prior to issue date. Space is limited to a first-come, first-served basis. To advertise: E-mail your ad to Robert at classifieds@landscapeontario.com.

Website ads: $67.80 for association members and $90.40 HST for non-members.

Post a job. Find a job.

Feb. 18-20, Turfgrass Producers International Education Conference, Charlotte, N.C. www.turfgrassod.org March 23-27, California Spring Trials, www.springtrialsregistration.com

classifieds

landscape.jobs LT

Canada’s FREE online jobs website for the landscape industry.

NOVEMBER 2018 | LANDSCAPE TRADES |

33

mentormoment

Catalyst for trust Jacki Hart ran a successful landscaping company in Ontario’s Cottage Country, and went on to administer Landscape Ontario’s Peer to Peer Network. She also coaches landscaping pros and clients from other sectors through Consulting By Hart.

Have you ever asked a competitor for business advice?

Absolutely. And competitors asked questions of me, as well. Do I have a written contract? Where does one get staff? What are the logistics of delivering materials on barges? Now, as a coach and through the Peer Network, I see even more questions, focused on the high value of advice from peers.

Jacki Hart

You work with both new entrepreneurs and veterans.

Is it ever hard for the young guys to hear and understand what experienced folks are saying?

Yup. There is certainly a validity to the School of Hard Knocks. I can often see that younger entrepreneurs are standing on the edge of a cliff; it’s up to me to talk them off the edge, to get them to change direction. Ego can certainly drive resistance to taking advice. I can often help nudge folks into a side door, by asking them, “What does it cost to not change?”

Many landscape companies struggle with growth.

In your experience, is there a dollar revenue point, or number of employees, where it’s hard to break over?

I see a breaking point at revenues of around $1 million.

That is a milestone, and if you don’t have systems, things will unravel. I worked with a building contractor who could not pull past the $2 million mark. I worked with them for two years, implementing systems. Now their

34 | NOVEMBER 2018 | LANDSCAPE TRADES

revenues are at $8.9 million, net profits are up 10 per cent, and they have booked sales of $12 million. It’s all about eliminating bottlenecks. For example, if you grow to more than 10 employees without upgrading systems, things will crack. The next milestone is 20 employees, and you must scale systems yet again to break 50.

Have you ever seen mentorship go places it should not go, such as price fixing?

Yes, I have seen some peer price fixing — and gouging.

While collusion is illegal, setting a standard rate, and helping others know when they are leaving money on the table, isn’t. There’s a fine line between price fixing, and mentoring peers to bring their rates up to current market trends.

Intent is a big part of which side of the line each situation falls, I think.

Have you had mentors?

Yes! Hank Gelderman, Gerald Boot, Bob Tubby, Terry Murphy, Jean Paul Lamarche. All of them have been great help to me over the years when I needed it. Paying it forward I have mentored hundreds outside of Prosperity Partners or Consulting By Hart, in the landscape industry, the building industry and in general business.

Have any of the business owners you mentored gone on to help others?

Yes, many have. Brian Cotter, Lindsay Drake Nightingale, Christine Moffit, Susan Potvin, John Larsen, Chris Ray...

Often they mentor each other, according to their unique strengths, such as expertise in workers’ comp insurance.

Some of them even have their own sub-group; they meet for dinner and even share employees. I like to think about LT mentorship as a catalyst for trust.

Connect with Jacki Hart at her full-day workshop on Jan. 7, during Congress 2019.

Visit www.LOcongress.com for more information.

NE W A RRI VA L

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