Snow Business September 2024

Equation for success

At McIntosh Grounds Maintenance, more money + lower stress = greater contentment

SEP 2024

SIMA // INDUSTRY VOICE

Guiding vision for the next generation

Get involved!

Interested in helping to shape the future of SIMA and the snow and ice management industry? Applications for the 2025 SIMA Board of Directors are open through Sept. 30. Learn more at www.sima.org/board.

Coming off the successful completion of our two flagship conferences, the Snow & Ice Symposium and the Leadership Forum, the SIMA professional staff is focusing on producing new and improved resources, training and education.

This process was enabled by the board of directors defining a broader, longterm mission for the association that was clarified through meetings this past year. Our broadest ends and strategic priority:

SIMA exists so that:

Snow and ice management professionals and industry partners engage in a robust, informed, connected environment conducive to long-term business success.

From this broadest priority, we are going to focus on our core outcomes:

Education and Resources for Success. Snow and ice management professionals, and industry partners, have knowledge and skills to support long-term business success.

Business Resources and Community. SIMA member companies have business resources, tools and a growing peer-to-peer community to support long-term business success.

Advocacy and Best Management Practices, Standards of Excellence. There is advocacy for, and recognition of, SIMA-led best practices and standards of quality and excellence in the snow and ice management industry.

From here, our staff professionals and functional teams continue to engage in discussions to determine specific programs and resources to meet these outcomes. This process and its outcomes will lead to new and innovative programs built for the future.

Tech’s influence on communication and learning

We are in a new era of how information and technology is utilized to improve our lives. The peak of the Baby Boomer generation was in 1960, and people born then will reach the typical retirement age of 65 in 2025. This is initiating the biggest wave of retirements in history.

With this transition, Gen X, Millennials, and the new entry of Gen Z into the workforce bring different preferred methods of learning and communication. These generations either learned technology utilization at a young age or were born into the era of cell phones and computers for everyone. Technology is changing rapidly, and SIMA is putting itself in a position to adapt to changing technology, new concepts in adult learning, and how we all obtain information.

Survey data on the current generations in the workforce indicates that people want to connect in person, while being able to collaborate using electronic methods.

Now that we have updated the Advanced Snow Manager credential curriculum and training, we plan to do the same over the next couple of years for safety training, business essentials and other professional credentials.

An upcoming content hub will be a “home base” for a variety of knowledge and information and in easily digestible formats besides Snow Business magazine. Think podcasts, social media messages, lists and data highlighting key concepts, and directories to connect us to others in our community.

This will not be easy as what often works in 2024 will likely be outdated in 2027. Organizations must be flexible and pivot quickly to our rapidly changing world. It’s a new, exciting and challenging world that we are all living in. The journey should be remarkable.

Martin Tirado, CAE, is Chief Executive Officer for SIMA. Contact him at martin@sima.org.

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EDITORIAL

Education & Content Director

Cheryl Higley // 262-236-9972 // cheryl@sima.org

Design & Production

Lisa Lehman // 216-798-1853 // lisa@sima.org

ADVERTISING SALES & MANAGEMENT

Engagement & Development Senior Manager

Kerri Joseph // 614-557-3948 // kerri@sima.org

Supplier Services Manager

Aimee Krzywicki // aimee@sima.org

DIGITAL MEDIA & MARKETING

Marketing Senior Manager

Stephanie Orvis // 262-236-9948 // steph@sima.org

SUBSCRIPTION

Subscription changes/updates: https://www.sima.org/subscribe

EDITORIAL ADVISORY COMMITTEE

Charmaine Allen

Allen Builders & Landscape

Nichole Ashton, CSP North Country Snow and Ice Management

Jim Hornung Jr., CSP Elbers Landscape Service

Rick Kier, CSP Forge Ahead Consulting and Software LLC

Bob Marks, CSP, ASM emi landscape

William Moore, CSP, ASM

Executive Property

Maintenance

Dean Outhouse, CSP, ASM Piscataqua Landscaping

Jason Ostrander, CSP East End Group

Pre-storm

10140 N. Port Washington Road, Mequon, WI 53092 414-375-1940 // info@sima.org // www.sima.org

Chief Executive Officer

Martin Tirado, CAE // martin@sima.org

Chief Operating Officer

Brian Birch // brian@sima.org

Finance & HR Director

KC Hallgren // kc@sima.org

Events Director

Heather Carew, CAE // heather@sima.org

Membership Services Senior Manager Evan Newman // evan@sima.org

Introducing the Henderson LAS E-Series Class 7/ 8 Fully Electric Liquid Application System with 3-Lane Capacity!

Versatile

Utilize

Thomas Skuta, CSP USM

Robert Young K.E.Y. Property Services

Michael Wagner, CSP, ASM Colorado DesignScapes Co.

Membership Services Manager

Amanda Pruss // amanda@sima.org

Education & Credentialing Senior Manager

Ellen Lobello // ellen@sima.org

Brand & Design Manager

Gwen GaBree // gwen@sima.org

Office Manager / Executive Assistant

Nikki Luedtke // nikki@sima.org

Business Process Manager

Nakishia Lee // nakishia@sima.org

SIMA OFFICERS & DIRECTORS

Board Chair: David Wescott, CSP, Transblue

Immediate Past Chair: Mark Arthofer, CSP, Skyline Construction

Vice Chair: Chris Hinton, CSP, GRM Inc.

Secretary / Treasurer: Jeff Heller, CSP, Innovative Maintenance Solutions

Ruben Diaz, ASM, Diaz Group LLC

Tom Fitzgerald, CSP, Outworx Group / Tovar Snow Professionals

Connie Gaul, ASM, Brightview Enterprise Solutions

Patrick Kane, CSP, Evercor Facility Management

William Moore, CSP, ASM, Executive Property Maintenance

Robert Miller Jr., CSP, ASM, RPM Landscape

Chris Thacker, CSP, Mr. Mow it All Corp.

John Janes, CSP, ASM, Caterpillar

Debora Babin Katz, TrucBrush Corporation

Snow Business (5730) (ISSN 2155-2576) Copyright © 2024 by the Snow & Ice Management Association, 10140 N. Port Washington Rd., Mequon, WI 53092 is produced and published February, April, June, August, September, October, December by the Snow & Ice Management Association. All Rights Reserved. No part of this publication may be reproduced or transmitted by any means without permission of the Publisher, SIMA – Snow & Ice Management Association. Subscribe at SIMA.org/subscribe. Periodicals postage prices is paid at Mequon, WI, and additional entry offices at 11716 S. Preston Hwy, Lebanon Junction, KY 40150-9998. POSTMASTER: Send address changes to SIMA - Snow Business – PO Box 8818, Lowell, MA 01853

SIMA STAFF

SIMA // RESOURCE TOOLBOX

It’s training season!

With winter rapidly approaching, use SIMA’s courses to bolster your training curriculum. If you have questions on accessing any of the resources or want more information, contact engagement team members Amanda Pruss (amanda@sima.org) or Evan Newman (evan@sima.org). Check out just a few of the free and paid resources available:

Safety

Company standard. Download SIMA’s free Standard Practice for Implementing a Safety Program for Snow and Ice Management Companies to start assessing your company’s safety efforts. Training resources such as checklists, tailgate talks and more are free to the industry. Visit sima.org/safety.

Sidewalk safety. Train your sidewalk team members in English or Spanish with SIMA’s new 5-module Sidewalk Crew Basic Training course. The self-guided videos cover these safety topics: PPE/Wellness, Yard, Chemical, Site-Specific and Tools & Techniques. Each module includes knowledge checks, and trainees will take a final quiz for verification of knowledge for your records.

Pricing is per module, per person, so you can tailor it to your needs. Discounts are available for full course purchases and members. To purchase, visit train.sima.org.

Training videos & All-Access Pass

Need group training? Use SIMA’s video series, which covers equipment, preparation and techniques in the following areas:

Courses are available to stream for one account for $299 (members save $50). But the best deal is to invest in the AllAccess Pass, which offers access to all employees with no logins or registrations. The company receives a private web-based dashboard for company access and automated quizzing and completion reporting. Visit sima.org/videoseries to learn more and to request pricing from a SIMA team member.

The Advanced Snow Manager (ASM) program has been redesigned and updated in time for fall. The course, available in English and Spanish, contains four modules: Core Principles, Snow Management, Ice Management and Operations Management. Those who successfully complete all four modules earn the ASM designation. Cost is $800 for members (don’t forget your Training Commitment Credit to save an additional $200) or $1,000 for non-members. Learn more at sima.org/getasm

Training Credit

Did you know that every year when you renew your membership you receive a $200 training commitment credit? It’s a gift from SIMA to allow companies to invest in their or an employee’s education and development. The credit can be used toward the Certified Snow Professional (CSP) application fee or the purchase of the Advanced Snow Manager (ASM) program. Credits don’t roll over so don’t lose it! Put it to use and begin preparing for winter with one of SIMA’s industryleading designations. Learn more at sima.org/train and contact memberservices@sima.org to see how you can use your credit.

Winter Boot Camp: October 28 - November 1

Winter is coming … is your company ready? SIMA’s Winter Boot Camp is a free, easily accessible week of live and on-demand events and downloadable resources to refresh and enlighten your snow teams for a successful winter. Visit sima.org/boot-camp to learn more.

Snow Ops Live

We are working to highlight our members and the work that they are doing in a new and exciting way! Join us on SIMA’s Facebook (SnowandIceManagement) or YouTube (SIMA Snow) pages on the 16th of each month at 12:15 pm EST for our new mini-series, Snow Ops Live. If you missed our first episodes with East End Group’s JP Sanieski and Swinter Group’s Ken Boegeman, check out the recordings on our YouTube Channel.  Are you a contractor? Would you like to be featured? Email memberservices@sima.org to sign up to be one of our next guests to talk about the latest snow industry tips, tricks, and trends.

Bring your experience and gain insight from like-minded snow pros when you join a SIMA interest group!

» Business Development

» Single-family Residential

» Tech and Innovation

» Women in Snow

Groups meet via Zoom 6x a year.

To learn more or sign up, visit sima.org/interest-groups.

ISSUE #4: FOCUS ON WORKFORCE

Brought to you by

As we head toward winter, it’s easy to overlook important tasks and processes related to hiring, onboarding and retaining employees. This Start Up features tips to keep you ahead of the curve and compliant on HR-related issues.

Make a great first impression

Structured, consistent employee onboarding is essential

Don’t set a new employee up for failure by not providing them with the tools to hit their goals. It’s day one of a new job. The new employee turns up to work and follows you around to watch how things are done for the next few weeks. Onboarding complete, right? Wrong.

Onboarding is the start of the employee journey. It starts with the first impression of your company and, like all first interactions, should be the best possible impression. Unfortunately, many companies fail to make the most of this opportunity. Maximizing an employee onboarding process leads to higher employee engagement and contributes to overall company culture.

Be prepared

No one is ever more excited than on their first day of work; and not having basic, essential tools is the quickest way to take the wind out of a new employee’s sails. Show you care about a new hire by ensuring every relevant detail is as perfect as possible. These may include having ready a company email, phone, business cards, clothing or uniform, computer username and password, or vehicle. If they work in an office, make sure it is ready with a computer, chairs, nameplate and office supplies.

ONBOARDING TO-DO LIST

Create a checklist to make sure all the materials and equipment that employees need to do their jobs are in place before day one.

Structure and schedule out the first week or two of onboarding to make sure employees meet with those they will be working with consistently (their manager and other key contacts) and are trained on essential functions of their jobs.

Check in with the new employee throughout the process to ask how they are doing with learning the details of the job and acclimating to the culture.

Make sure someone in your organization owns the onboarding process to keep it on track. 1

Not being prepared at best creates a panicked scramble that wastes productivity and at worst tells a new employee that

continued on page A3

by the book

Company handbooks keep all parties on the same page by outlining standards and behaviors that are expected for everyone in the business

Employee handbooks are a great way to explain company policies and procedures. They provide employees with an overview of the company, the working practices and environment, and outline the standards and behaviors expected of everyone within the business.

Not having an employee handbook, or having one that you downloaded from some obscure website or got from a buddy, is one of the riskiest things you can do for your business. So, make sure you create a customized guide that fits the culture and needs of your business.

Focus on continuous improvement

Employee handbooks should be carefully and uniquely drafted to reflect your company’s policies and procedures.

As you craft the handbook, however, be wary of putting rigid policies in place that address almost every fathomable situation. Having policies in place that are too specific can make it hard for employers to be flexible in dealing with real situations. Policies that are too broad can have the opposite effect and make it hard for businesses to hold employees accountable.

Similarly, having an employee handbook that doesn’t reflect a company’s policies is almost worse than having no handbook at all. If the company does not follow its policies, then it can lose its ability to enforce them at a later date. This often comes up when an employee is terminated. If the employee was terminated according to the handbook policies or procedures but had never been disciplined according to the handbook, the employee could use that in their defense should they decide to sue the company.

TIP: BE DISCIPLINED BUT NOT TOO DISCIPLINED

It is important to have some form of discipline policy in place for employees. Identify what types of actions are subject to discipline and the general consequences for those actions. Do not have an extremely detailed list of consequences for each specific infraction or number of infractions. Doing this removes the employer’s ability to be flexible in a given situation and consider factors that aren’t addressed in the handbook or weren’t contemplated when it was created.

Review your handbook regularly so that important changes to the law can be incorporated. Just because a policy is listed in the employee handbook does not mean that the policy is legal. It is also important to regularly review the employee handbook so that it conforms to any company policy changes.

Refreshing and updating your employee handbook should be outsourced to a professional unless you have a full-time human resources manager. These integral materials should be regularly revisited with entire teams and departments and should be part of an annual company-wide review.

Source: Jared M. Nusbaum, Zlimen & McGuiness, PLLC.

Employee performance issues require policy, consistency and honesty

Every business has had a “problem employee” – someone who can’t get along with coworkers, violates company policies or ignores directions. Problem employees drain productivity and morale, so it’s important to have a method for managing them. The following steps can help you hold employees accountable for problematic behavior and offer a path to handling terminations.

Have an employee handbook

FIRST IMPRESSIONS continued from page A1

they weren’t worth the effort to think about the week before they started. On the occasion that an employee may be hired to begin work immediately, time should be scheduled to take care of essential tasks as quickly as possible.

Be welcoming

Your employee handbook should specify which workplace behaviors are appropriate and which are not. Just make sure these are standards you’ll actually enforce. New employees should review the handbook before beginning work and sign a statement saying they received and understand the handbook.

Address problem behavior directly

When you witness or hear about problem behavior, investigate what happened. Depending on the severity of the issue, your investigation might be as simple as playing back the event in your mind or talking to coworkers who witnessed it. For serious events – such as those that damage property or cause injuries – conduct an in-depth review. Since the consequences will be more severe, you want to make sure you’re holding the right people accountable.

Your next step will be to determine if there was a violation of a policy listed in the employee handbook. It’s unfair to discipline employees for something they didn’t know was wrong. You want to be able to show that they knew the behavior was prohibited, even if it seems obvious.

Once you’ve conducted interviews and decided if there was a violation of company policy, meet with the employee promptly. This doesn’t need to be a formal meeting – depending on the severity of the incident, it could just mean taking the employee aside for a minute on the job site. Identify the problem behavior, explain why it’s not acceptable and that discipline may result.

Document everything

It’s easier to see where you are in the disciplinary process – and to make decisions about retention or termination – if you have clear employee records.

FOR PROBLEM BEHAVIOR, IT’S A GOOD IDEA TO DOCUMENT:

• What happened.

• The policy that was violated (and the fact that the employee knew about the policy).

• That you explained the problem to the employee.

2

Feeling like an outsider is never fun, and companies that don’t provide a dedicated person to introduce a new hire to company personnel prolongs the uncomfortable situation of feeling left out. Schedule introductions to avoid having to search for key company employees or to try to fit it in between meetings. Making an employee feel welcome sets the tone that they are a valued part of the team.

Be thorough

3

Any new hire will require extensive training on company processes and procedures. No matter how training is delivered, whether by written manuals, video training or one-on-one instruction, ensuring that training is sufficient to orient an employee is critical. This may require continuous refinement for future employees; but as questions are raised, add them to future training materials so they are covered for future employees.

Be available

4

• That the employee agreed to refrain from that kind of behavior in the future (and, if necessary, the steps the employee will take to ensure that the behavior doesn’t recur).

You might have the employee sign a document acknowledging the information previously mentioned. If they refuse to sign the document, explain that it will still go in their personnel file. You can add it to the file with a note that the employee “refused to sign but reviewed the information with me during the meeting.” You may want to keep witness statements and other investigation materials separate from the personnel file. Be sure to check your state’s laws on which items must be included in a personnel file.

If future violations occur, document the same things. For repeat offenses, stress that the problem has occurred before, the employee has been warned and the employee has failed to change their behavior. This puts you in a position of legal strength, after having followed your policies, demonstrated clear disciplinary actions, and done what you can to be a reasonable and fair employer.

New hires will have lots of questions. It may be impossible to predict whether questions will be related to job responsibilities, company processes, company culture, reporting structure, employee paperwork, compensation package or any other area. As a result, it is necessary for a variety of people to be available to answer these questions. Schedule various representatives to check in with a new employee several times during the first day, week and month to receive questions by inviting them through conversation.

Be consistent

5

Great companies don’t end onboarding — they simply transition the supportive, welcoming approach to high-performance coaching. These companies empower their leaders to sit regularly with direct reports, have clear and collaborative discussions, and drive accountability through regular feedback. So long as an employee is on board with a company, onboarding should never end.

Go 1

X 1 to fuel continuous improvement

That once-a-year formal review is so 1990. Ongoing, informal conversations between supervisors and their direct reports is becoming the norm as owners and managers realize a more frequent cadence of check-ins can be benefit not only the employee but also the company as issues are brought to light more quickly.

Employers still providing traditional annual performance reviews might be surprised to learn that only 14% of employees strongly agree that their reviews inspire them to improve, just 29% strongly agree their performance reviews are fair and only 26% strongly agree that they are accurate.

For employees, annual performance reviews are like walking into the unknown: sitting down for a long meeting with a manager they may not have talked to in a while, trying to remember what goals they set months ago, defending mistakes they can’t fix and figuring out how to bring up pay in a way that isn’t awkward.

Less honking, more dialogue

When was the last time you had a candid conversation with your direct reports about their performance, expectations or priorities?

Create a dialogue. More frequent engagement with and feedback from your team are more beneficial than yearly reviews.

Empower your leaders. Teach your managers how to provide that natural feedback and empower them to deliver it.

Focus on the positive. Reward positive efforts and coach to avoid negative ones from recurring. It is critical to clarify expectations, express appreciation and redirect misplaced efforts on a daily basis.

74% of employees report receiving a review once per year or less often according to Gallup’s “Re-Engineering Performance Management”.

Foster positivity and respect

Build a culture that encourages respectful and open feedback about company leadership from the crews. The results often lead to improvements in company operations and processes. So, it’s vitally important that we ‘check the pulse’ of the team as frequently as is feasible.

Feedback from every level of your company will tell you a lot about what’s going well and areas that might need improvement. Every fall, have a snow meeting with field staff to go over the upcoming season and refresh on standard procedures as well as new implementations. These new implementations are generally things that were learned from the previous year and are almost always the result of suggestions from the prior

TIP: ENCOURAGE OPEN CONVERSATION

Set up a review system that drives conversation about the work environment instead of always about the individual employee and wages. You may discover great ideas that can lead to great employee satisfaction and company efficiency.

year’s team. When the crews see that you take their suggestions seriously, it engages them much more and they are far more willing to share their honest opinions. For leaders and managers, keeping an open mind, making it fun, and practicing good listening skills will be key.

During the season, foster dialogue with the crews after each event to get their feedback. This allows them to feel comfortable telling leadership about issues or problems without fear of being punished for their honesty. This doesn’t mean that route managers and their employees shouldn’t have a more formal conversation at the end of the season. Once they feel safe and know there are no negative repercussions for bringing ideas to the table, they’re much more willing to talk openly in a one-on-one setting.

Flip the script

Consider sending a quarterly review questionnaire to your team for them to evaluate ownership/management performance and bring up areas of concern that can be addressed in a future team meeting. Always ensure your employees understand this is a space of freedom to express their thoughts and concerns without repercussion.

Get ahead of compensation auto-tune

To get ahead of the inevitable and likely constant questions about compensation, consider allowing the crews to see your wage scale for field staff. Setting up a review system that drives conversation and sets expectations about the work environment and how the individual relates to the team can help. Make it easier on yourself by investing time and energy into your workforce and understanding the view of the company through their eyes; you will be surprised at how much energy you can harness by more frequent and thoughtful communications with your teams.

MAKE YOUR MARK

STAY AHEAD OF THE STORM

The SnowEx® Liqui Maxx™ spray system

Applying brine ahead of a storm gives you the upper hand, as it simplifies plowing and conserves salt. But it’s complicated, right?

Not with the SnowEx Liqui Maxx spray system. It’s a step ahead of the competition, with easy setup and operation. The modular design lets users choose the tank size and pump type to best fit their needs. And with available features such as electric start and automatic flow rate adjustment, it’s ideal for both brine rookies and veterans alike.

MAKE YOUR MARK.

2024 SNOW & ICE AWARDS

Congratulations to this year’s SIMA member companies and team members who were honored at the 27th Snow & Ice Symposium in Pittsburgh!

Akehurst Landscape Service, Inc.

David J. Frank Landscape Contracting, Inc.

Carrington Lawn & Landscape

D J’s Landscape Management

Beverly Companies

G. McNeill & Son Contracting Group, Inc.

Hahn Snow & Ice

Greg’s Lawn Service, Inc.

Earth Development

Kasel Rocks Landscape Company

Monster Plowing Company

North Point Outdoors

Tricon Group, Inc.

Markham Property Services, Ltd.

NOT PICTURED:

Cornerstone Partners Horticultural Services | St. Charles, IL

DeHamer Landscaping | Grandville, MI

EMI | Dublin, OH

Linehan Landscaping and Property Maintenance | Salem, NH

Livingston Landscape | Fowlerville, MI

Lucia Landscaping | Roseville, MI

Pro Snow Solutions, Ltd. | Abbotsford, BC

Sneller Snow & Grounds

JC Grounds Management

Just For Snow

Outdoor Pride Landscape & Snow Management

Joe Corn, Fleet & Facilities

Silvis Group | Mount Pleasant, PA

Courtney Few, Chief Business Development Officer Iron Cross Services Company | Denver, CO

Cassandra Baron, Operations Support Manager Earth Development | Green Bay, WI

Salvador Alvarez, Operator

Tricon Group | Palatine, IL

John

Business Developer

Shine the light on your team and honor excellence in snow and ice! The Snow & Ice Awards portal will be open for nominations in early 2025 and winners will be honored at the 28th Snow & Ice Symposium, June 18 in Grand Rapids, MI.

Robert Bortolotti, CSP, ASM, Grounds Manager Oakridge Group | Hamilton, Ontario

Jeremy Darling, CSP, ASM, Branch Manager JC Grounds Management | Southborough, MA

Tassinari,

Outdoor Pride Landscape & Snow Management | Manchester, NH

SIMA // AWARDS

STEIMAN

SYMPOSIUM SCHOLARSHIP

ALAN 2024

Jonathan Suffield, Owner/Operator

Suffield’s Snowplowing | Medical Lake, WA

“Every class was looked forward to, and I left feeling more educated and enlightened regarding the success of my plowing business. The networking of the combined years of experience I witnessed and received by far is the best I’ve seen in any industry. I returned home with a newfound drive and energy to apply what I learned and put into practice!”

Nicholas Higgins, ASM, Owner

Higgins Snow & Ice Management | Troy, NY

“Being able to exchange ideas and perspectives with individuals who share a passion for snow management has been incredibly inspiring. The Alan Steiman Scholarship has not only provided me with new knowledge and skills but has also broadened my horizons and motivated me to strive for excellence in my field.”

Ashray Hanasoge, Property Manager

Ashray Property Services | Scarborough, ON

“I’m forever grateful for the chance of a lifetime, as the barrier to come to a show is not easy for someone who has just started their business. The friendships you will make and knowledge you can learn is unbelievable. Something I learned is that the snow and ice industry is huge and that we all need to work together to make the world safe and be fair to customers; but it comes down to education, communication and best practices.”

Dean Fisher Innovation Scholarship

The Dean Fisher Innovation Scholarship recognizes companies that bring potential game-changing products to the industry. This year’s winner is Roddick Manufacturing’s Viper Cutting Edges, a retrofit cutting edge kit designed to enhance the scraping capabilities and safety of inverted snow blowers.

Mighty Minis is HLA’s answer to the increased demand for versatility in smaller power units. An extension of HLA’s durable line of attachments, Mighty Minis uses the same engineering principals to ensure you get the efficiency and results your customers expect regardless of the power unit size.

Mighty Minis have all the capability of the larger models in a format optimized for compact power units.

SB2000

STEEL CITY HIGHLIGHTS

Over 1,800 attendees from across North America converged on Pittsburgh, PA to make connections, learn and check out the latest and greatest tools and technology at the 27th Snow & Ice Symposium. Mark your calendars for June 17-20 and join SIMA for the 28th Best Show in Snow in Grand Rapids, MI.

equation for success

At McIntosh Grounds Maintenance, more money + lower stress = greater contentment

BY PATRICK

WHITE // Photos by Amanda Mae Photography

+ BUILDING FINANCIAL FOUNDATIONS

Page 23

+ SHIPSHAPE SHOP

Page 24

LEADING THE WAY: Doug and Doreen McIntosh (second and third from right) with company leaders (from left) Matthew McIntosh, David “Benny” Bolanos, Madison McIntosh, Eli Watts and Mark Phillips.

CONTENTMENT VS. COMPLACENCY: Doug McIntosh has prioritized being happy with where the company is during every stage of its growth.

Doug McIntosh is an avowed capitalist. So, it’s not surprising to learn that one of his main focuses in running McIntosh Grounds Maintenance, a fourseason service provider working around Ann Arbor, MI, is money. His goal, though, isn’t to simply accumulate as much of it as possible. Contentment— for his family, his employees and his customers—it turns out, is his true motivating force and has guided his decisions since starting his business nearly 40 years ago.

That business management mindset likely came from his approach to life in general. “I truly believe that in life, and especially in business, the key is contentment. It’s contentment, not complacency – there’s a big difference between the two. Complacency is when you just get stuck, you get lazy, you give up, you just settle. Contentment is enjoying and appreciating and taking advantage of where you’re at right now, and then you’ll be happy in the next stage, and then the next stage, and then the next stage.”

“I can control the money— I’ve found lots of strategies for that. Controlling stress is a work in progress.”

— DOUG MCINTOSH

From the beginning, says McIntosh, “My goal was never to take over the world. Not that I was opposed to it, but I never wanted to be the biggest in town, or be the one that everybody else looked at, or have the most trucks, or try to grow 50 percent every year or anything like that.”

Slow and steady growth

To draw on a landscaping analogy, McIntosh compares the company to an oak tree, which grows slowly and steadily and ends up being strong and solid. Sometimes fast-growing trees don’t establish good root systems, or are susceptible when turbulent winds come, so they don’t last, he points out.

In retrospect, McIntosh says that slow-and-steady approach has helped the company to become successful, in part by avoiding common pitfalls like becoming over-committed or overleveraged. But at the time, he says, “I didn’t know it would make us successful – it was just truly my mindset.”

McIntosh sees business ownership as the ticket to two goals: “I wanted to provide a good income, and I wanted to have opportunities. The opportunities were endless. I’ve always just been so excited about that aspect of running a business: you can do as much as you want to do.”

McIntosh points out that the odds against a small business making it the first year, 5 years, 10 years, are

astronomical. “And I would be willing to bet a lot of money that 90% of businesses go out of business for one of two reasons: the owner can’t handle stress or money, or both,” he adds. “I went through five years of college business school and we never talked about either one. But from day one of being in business, you’ll encounter stress and money challenges. It’s a roller coaster: In the morning I might get the biggest contract I have ever gotten, and in the afternoon, my longest-tenured employee might quit. I mean, it is tough—it is really, really hard to own a small business.”

With that in mind, McIntosh makes decisions with an eye toward providing greater control over the money while limiting, whenever possible, the stress of running the business. “I can control the money—I’ve found lots of strategies for that. Controlling stress is a work in progress,” he acknowledges.

A case in point

It was only after three years in business that McIntosh first turned his attention to winter work. “Snow was not my thing!” he says. “At first I just did it because I was asked to [by my lawncare customers], but eventually I started to see snow as a real opportunity.”

As the business grew (McIntosh Grounds Maintenance now has about 20 year-round employees. The

team swells to around 30 plus some subcontractors for winter events), it morphed to focus exclusively on commercial in the winter. “To drop all of our residential snow customers was a big step for me, because those are the people that I’d been with for 30 years or more in some cases. But it was probably one of the best snow decisions I’ve ever made.”

The decision came after McIntosh sat down one summer and actually analyzed the numbers. “This should have been as clear as day to me years before, but it just wasn’t, because I wouldn’t let myself realize it: 10% of our winter income came from residential, but that represented 90% of our calls. ‘The county just came by and plowed my car in;’ ‘can you plow the end of my driveway again?’ ‘You forgot my back steps.’ ‘You didn’t get wide enough on my driveway.’ ” McIntosh realized that by releasing those residential customers he could easily replace that 10% of income without the hassle of service complaints.

A number of years ago, McIntosh implemented a new pricing structure to help mitigate risk (also translating to reduced stress) in his relatively low-snow market, opting for a mix of seasonal and per-push contracts. “In the last two years, we’ve only had four storms,” he says. “But both years we have made money. If we were all seasonal contracts, we would have crushed it the last two years. I would have made so much money. But if we would have had 100 inches, I would have been out of business.”

The moral of the story in this instance, and all aspects of running a business, says McIntosh, is that you need to have discipline. “I’m thinking about hitting singles and doubles and being in the

building financial foundations for the m c Intosh team

Whether it’s in the business or personally, Doug and Doreen McIntosh are big believers in the power of thinking long-term about money. Basically: If you can make/save a little bit of money every day, you’re going to have a lot of money by the end of the year.

Doug McIntosh says that he’s alarmed by statistics showing that more than half of Americans couldn’t come up with $500 for a medical emergency, and that more than 70 percent are living paycheck to paycheck. A lot of that comes down to not planning and not understanding how money works, he says. He’s tried to help ensure his employees have greater knowledge of both.

The company hosts regular “Winter Book Club” events, where everyone is required to read something (often it’s a magazine article), and the group discusses it. The topics typically relate to life and money. “And from that I’ve started doing some financial talks, and bringing in some financial advisors,” says McIntosh.

Along the way, he’s also learned about some of his employees’ money struggles. For example, he found out that some of his employees didn’t even have bank accounts; they were cashing their paychecks with check-cashing outfits that took 10 percent or more. “I realized that I needed to get more involved in helping my employees,” he says, adding he offered them the opportunity to ask questions or for advice. “Guys just started showing up at our office after work, asking if they could bring their wife with them. They started cutting up credit cards they weren’t able to control themselves with.”

McIntosh proudly shares that one employee paid off all of his debts, is married, and now has a savings account. Four employees saved up and purchased homes. “They had never learned before that these things were possible,” says McIntosh.

When hiring new employees, McIntosh says he focuses on conveying the message that in their position, they should be able to do two things: buy a house and take a vacation. And if you can’t, it’s probably not really a career.

“So I give you the opportunity to do those two things; it doesn’t mean you will. You might be terrible with your money. You might make plenty of money but squander it all away. That’s on you, but you’ll have the opportunity.”

All employees also have the opportunity for retirement contributions. “We offer a 3% match from day one,” says McIntosh. “But you have to put your money in first; because if you don’t care about your retirement, then I don’t.” — Patrick White

SAME PAGE: For Doug and Doreen McIntosh, managing money is both a business and a personal life skill.

Shipshape shop reflects M c Intosh’s financial focus

McIntosh Grounds Maintenance has been based out of the same site in Milan, MI, for 25 years. “We bought nine acres and built a yard, built a shop, and then built a house separately, so we sort of have a little compound here,” says owner Doug McIntosh. “Some people wouldn’t want to live where they work, but I wouldn’t have it any other way. My wife and I both work in the company, so it works so well for our family.”

Still, as the company grew and space started getting tight in the shop, the couple talked about potentially moving the business to a new location. “We dragged our feet for about three years. We had so much equipment that we were bursting at the seams, and we had to store stuff outside. Then Covid hit, and we were shut down for five weeks. My son and I decided to start clearing some wooded land on our property to build an expanded facility. We added 6,100

square feet, including second floor offices, to our existing 2,400-square-foot shop.”

McIntosh is a firm believer in organization. “I’m very anal about everything being in its place. Everything has to be labeled. And if it doesn’t have wheels, it shouldn’t be on the ground; it’s got to be on a shelf.” The new facility gave him a chance to optimize the layout and organization for efficiency. In fact, again with a focus on finances, McIntosh calculated that if the improved efficiency of

the new building saves each employee 12 minutes per day (no more moving one piece of equipment to get to another, no time wasted looking for something that now has a dedicated space), the building will essentially pay for itself in 10 years.

Outside, they added bins to store salt, mulch and other materials. “That reduces my stress. I don’t have to wait in line to get salt in the middle of the night. And if I can store salt here, I can buy it when it’s cheaper and then it’s always here when I

KAGE’S BRAND NEW INNOVATION

need it. Again, it’s a move that reduces my stress and helps me make more money.”

While functionality was the foremost priority, McIntosh is especially proud of the appearance of the finished product. “It’s the most beautiful shop I’ve ever been in. We even built an indoor basketball court for the guys. We made it so multifunctional. We now have great company parties, just because we have such a great facility.” Contentment.

Everyone’s been waiting for it and the rumors are

“The SnowDozerTM Wing Plow is the first of a new generation of snow plows

Mike S. Founder and Inventor

Continued from page 23

game tomorrow. If you focus on hitting home runs, you strike out a lot.”

And McIntosh says he wants to win, both for his family and for his employees. “I have an obligation to 19 families that work for me, and so my obligation is to be in business next year. How can I make sure that happens? I have three goals: one, long-term customers; two, long-term employees; and three, make a profit. And the profit doesn’t have to be killer. It has to be fair to where my customers feel like it’s a win-win, translating to increased contentment for everyone.”

The numbers that matter McIntosh feels that the way some companies typically identify and evaluate themselves financially is wrong. “The one number people want to brag about is the top line on their income statement: we’re $2 million, we’re $5 million, we’re $50 million. But if you buy something for $9,999,999 and sell it for $1 profit, you’re a $10 million company in the eyes of society. But the reality is you made $1.”

Similarly, a company might report growing from $2 million to $4 million a year but they might have lost a lot of money or had a small profit margin:

“Even now, my wife and I sometimes look out our office window and think, ‘This is crazy. We are so blessed.’ We have this great team and all this equipment with our name on the side of it and all of these jobs going on. I still get a kick out of it. I mean, it is still fun.”

— DOUG MCINTOSH

“If you have a $10 million company and you make 4% profit, which is average for small companies, that’s $400,000. But if I have a $3 million company and make 20% profit, that’s $600,000. I made 50% more profit, did one-third of the work, had one-third of the customers, had one-third of the employees, had to make only one-third of the sales, and took one-third the risk.”

Instead, McIntosh encourages a focus on the bottom-line: “Those are the companies that have it figured out; that’s what’s really relevant: if you’re making money or not.”

So how do you make money in business? “Most consultants are going to disagree with this, but I think efficiencies are more important than sales,” he says. “I think if you’re really good at something, you’re going to get sales organically. To a certain extent, you do need sales, there’s no doubt about it; but you’ve got to spend less than you make, or it just doesn’t work.”

Gettin’ railed by Mother Nature?

Doug’s wife Doreen, who is the company’s chief financial officer, shares a similar philosophy of spending wisely in order to bank and invest the savings. “Doreen and I fight really good!” McIntosh jokes. “We’ve fought about everything in the world, but never about money.”

The debt debate

McIntosh Grounds Maintenance was able to avoid carrying heavy debt even when the company was relatively new. Smart money management helps make that possible, he feels.

“In the early years of business, we were living on the edge,” McIntosh admits. “We had debt, but we always operated pretty lean.” But by 2008, the company was able to pay off its debt and has been debt free ever since.

McIntosh says he’s talked to owners of some very large companies and often hears them talk about “good debt” and “bad debt.” “But when I

hear debt, I don’t even need to hear good or bad. I think two things: stressful and expensive,” he says. “Again, my goals are to make money and reduce stress. If your goal is to make more money, then don’t do things that are expensive, which adds debt. And if your goal is to reduce stress, that’s what debt leads to. If you owe somebody money, it’s stressful. What if it doesn’t snow? How am I going to pay for these things?”

McIntosh disputes the idea that debt is absolutely necessary in business. If a

company needs a new $50,000 truck, for example, the owner might do a lot of research and drive around to six dealers just to get the price down to $48,000, he notes. “But then they don’t think twice about financing, which will cost them an extra $8,000 in interest.” The way to actually make the truck cheaper is just pay for it with cash, he says, predicting the responses: “Well, that can’t happen. Who has that much cash?” “It’s called planning and saving,” says McIntosh, adding that saved money will generate more money through compound interest.

Striving to operate debt-free isn’t the only way, he reiterates. “I’m not even saying it’s the best way. I’m just saying it’s worked extremely well for my family and my business.”

Patrick White has covered the landscape and snow and ice management industries for a variety of magazines for over 25 years. He is based in Vermont. Contact him at pwhite@meadowridgemedia.com.

WITH MARTY GRUNDER

Evolve with “stay” interviews

No sitting there with your arms crossed and glaring when your team tells you the ways they think you can improve. Feedback is a gift that not everyone is fortunate enough to receive.

More than 10 years ago, a leader from the Toro Corporation shared his leadership philosophy during an event I attended. I wish I could remember his name – I’d recognize him for this idea if I could! I sat through his session and was so glad I did because it changed how I managed my team. (P.S. – If you’re a Toro executive who taught about this in Ohio 10+ years ago, reach out and let me know!)

His whole talk was great, but the most impactful idea he left me with was this gem: Don’t just do exit interviews; do stay interviews, too, so they never leave!

Be proactive

During an exit interview, a team member has already decided to leave the company. What motivation do they have to give you feedback to make the company better at that point?

On the flip side, stay interviews conducted with team members who are not leaving and who have a vested interest in making it a better place for them to work often give us feedback that helps us improve. It’s a simple concept – you sit down with your team members one-on-one and ask them questions.

Ideally, everyone on your team does regular one-on-one meetings with their direct reports; we like to see these happening monthly so that there’s always an open line of communication. You can ask stay-interview-type questions during these forums over time. If you aren’t doing that, kicking off with stay interviews with the team members you want to make sure you don’t lose is a great start.

When you do stay interviews, or even one-on-ones, most important to their success is that you listen and make

sure your team knows you’re hearing their feedback and considering it. You aren’t committing to implementing every suggestion, but you have to be willing to at least consider them if this process is going to work. No sitting there with your arms crossed and glaring when your team tells you the ways they think you can improve. Feedback is a gift that not everyone is fortunate enough to receive. It takes bravery to speak honestly in situations like this –treat the feedback like the gift that it is.

Results in action

I’m going to leave you with an example of what stay interviews have allowed us to do. We had a team member who was fantastic at leading a crew, and we moved them into a sales position because it was the next logical step for their career. They hated it and were brave enough to admit that during stay interviews and one-onones with their manager.

We moved them back into the field for a while, and as the company grew, we were able to create a whole new role that was perfectly suited to what they wanted to do and were good at. They’re thriving in the company now, and I’m grateful daily that they had the courage to tell us they wanted a different path.

If we hadn’t created space for conversations like this to happen, they probably would’ve come in one day to tell us they “found a better opportunity.” Instead, we were able to find them a “better opportunity” within our company.

I lay awake some nights thinking about all the good people who have left our company because we weren’t doing things like this. I wish I had started doing stay interviews earlier. If we had, we could’ve probably kept good people on board and found ways to better use their skills.

stay interview questions

Want some inspiration on “stay” interview questions to ask? Check out the 10 questions we like to use.

Marty Grunder is founder of Grunder Landscaping Co. and The Grow Group coaching firm.

organized. secure. updated.

A clear, consistent digital organization plan can protect information and enhance training

BY MIKE McCARRON

As a business owner or manager, you know how important it is to keep your company’s digital assets organized and secure. Whether it’s your customer data, financial records, contracts or internal communications, you need to have a clear and consistent system for storing, accessing and protecting your information.

But did you know that good digital organization can also help you avoid costly and time-consuming lawsuit claims and enhance your employee training and development? In this article, I will explain how these benefits can be achieved and what steps you can take to improve your digital organization.

Prevent lawsuits and intel theft

One of the biggest risks that any business faces is the possibility of being sued by a customer, a competitor, a regulator or an employee. Lawsuits can drain your resources, damage your reputation, and disrupt your operations. To avoid or defend against these claims, you need to have solid evidence and documentation to support your position and show that you have complied with the relevant laws and

regulations. This is where good digital organization comes in handy.

Organized. By keeping your digital files organized, you can easily locate and retrieve the information you need to respond to any legal requests or inquiries. For example, if a customer accuses you of breaching a contract, you can quickly access the original agreement and any related correspondence to prove your case.

Secure. By keeping your digital files secure, you can prevent unauthorized access, tampering or leaking of

Getting started

sensitive or confidential information. For example, if a competitor tries to steal your trade secrets or intellectual property, you can show that you have taken reasonable measures to protect your data and prevent any breaches.

Updated. By keeping your digital files updated, you can ensure that you have the most accurate and relevant information to comply with changing laws and regulations. For example, if a regulator audits your business for tax compliance, you can provide the latest financial statements and receipts

Good digital organization is not only a matter of convenience and efficiency, but also a strategic business advantage. To achieve good digital organization, you need to have:

1 A clear and consistent system for storing, accessing and protecting your information.

The right tools and technologies to help you manage your digital assets. There are many industryspecific software options on the market today to

One main person to be in charge of this vision who can get it started and slowly implement it within your organization.

Time to gather all documents and photos and finally get them in the right spot. Start now as this is a multi-month project, but well worth the end result.

to show that you have paid your taxes and state fees.

By following these best practices, you can reduce the likelihood of facing lawsuit claims and increase your chances of winning them if they arise.

Improve training and development

Another benefit of good digital organization is that it can enhance your employee training and development programs, which are essential for improving employee performance, satisfaction and retention.

To deliver effective and engaging training and development, you need to have a well-organized and accessible digital library of learning materials and resources. This is how good digital organization can help you achieve this goal.

Organized. By keeping your digital files organized, you can create a structured and comprehensive curriculum for your employees to follow. For example, you can categorize your files by topic, level and format, and provide clear labels and descriptions for each file. This way, your employees can easily find and access the content they need to learn and improve their skills. Adding new pictures and videos from storms and events allows for quick retrieval if a question or complaint about your work comes into the main office.

Secure. By keeping your digital files secure, you can ensure that your employees have the appropriate permissions and access rights to the files they need. For example, you can use encryption, passwords and user roles to control who can view, edit or share your files. This way, you can protect your proprietary information and prevent any misuse or abuse of your files.

Updated. By keeping your digital files updated, you can provide your employees with the most current and relevant information and feedback. For example, you can use version control, timestamps and comments to track file changes and updates. This way, you can keep your employees informed of the latest developments and best practices in the industry and your business. Show files from year

over year for continuous improvement and review with your team before the season starts.

With a solid library of videos and pictures, you can improve the quality and effectiveness of your employee training and development programs and boost your employee performance and satisfaction while ensuring your

team is on the same page for company standards.

Mike McCarron is president and founder of ImageWorks Landscape Management, a commercial landscape maintenance and snow removal firm in the Northern Virginia market. He has 20+ years of industry experience. Email him at mike@imageworkslandscaping.com.

Oh $#@%! … now what?

This industry thrives in the face of danger; but what if something catastrophic happens? An owner dies. Hackers hold your systems for ransom. Your shop burns to the ground. A “once in a lifetime” storm traumatizes your team. Think of the worst thing that could happen to your company.

& DESTRUCTION PODCAST: Listen to the September Snow Talk podcast for a conversation with SIMA’s Amanda Pruss; Akehurst Landscape Services’ Bill Akehurst; and Blue Moose Snow’s Doug Freer, CSP. They'll share their worst-case scenarios and the lessons they learned. www.sima.org/podcast

the storm that broke us

Snow warrior mentality was no match for a deadly event

By JIM HORNUNG JR., CSP

This December we’ll be two years removed from the most significant blizzard to affect western New York since 1977. But my team is still haunted by what we experienced during the deadly five-day storm Dec. 23-28, 2022. As we inch close to winter, I’m hoping that my team will continue to put the trauma of the deadly “once-in-ageneration” storm we experienced behind us and cross our fingers for a “normal” Buffalo winter.

Not just another blizzard

It’s Buffalo—getting 6 to 7 feet of snow is manageable. We work for days and are used to Lake Effect. My team gets that. But you know that after you dig out you get to return to a warm home, your family is safe, and food and water can easily be found.

I’ve been around this industry my whole life and the 2022 event was like nothing I’d ever seen. It was terrifying.

Strong winds (with gusts up to 79 mph), plummeting temperatures and heavy Lake Effect snow produced over 35 consecutive hours of blizzard conditions. The snowfall itself was only 4 feet, but it was paralyzing. Roads were closed. Power was out. People were freezing to death in their homes or from getting out of their cars and becoming buried in the snow. And if you called 911, no one was coming.

Traumatic effects on our team

The enormity of the storm was the difference. We had 100 team members worried about their families, afraid of getting stuck and sleeping in clients’ buildings because there was no way to get back to the shop.

I had guys in loaders and trucks saying “I’m going to die out here” because they couldn’t see an inch in front of their face, and God forbid if they had to get out of the equipment. They couldn’t go home. Stores were closed for a week and people were running out of food—Door Dash certainly wasn’t making a run.

Once the storm had ended and cleanup began, it was eerie to drive by cars with caution tape tied to the mirror. It meant that either the police, firefighters or

We’re in Buffalo. We have blizzards—this event was not that. This was terrifying. We had guys in the field who thought “I’m going to die out here.”

—JIM HORNUNG JR., CSP

National Guard had checked to make sure no one had died. Our people were traumatized by it.

Looking back, I didn’t realize the impact that storm had on the mental well-being of the team. Amid the death and destruction, they saw things they can never unsee. Even last year when significant snow was forecasted, there was apprehension. You’re always anxious before a storm but this was a visceral reaction: “I don’t want to go through this again.”

Lessons learned

Because that massive storm was forecasted, we were prepared, but not truly prepared because it was so out of the norm of reality. The experience resulted in several changes to how we brace for an event: Emergency kits. It’s a simple best practice to have emergency kits prepared. We had those, but what we realized is they might need to last for a week.

Continued on page 37

Avoid catastrophe Planning is key to heading off worst-case scenarios

By DAVID GALLAGHER

Ihave never experienced true catastrophe in my life. I have witnessed others go through it, helped a few through it, and pray every day that the world no longer must experience it. I have never personally experienced one and believe this is because I am blessed well beyond what I deserve and is not because of my own doing. I am, however, a planner and believe that having a plan—no matter how flawed or how often things don’t work out the way they are planned—is essential to avoiding or at least being better equipped to navigate catastrophes.

component that influences and guides the annual financial plan.

The strategic plan should be updated annually to reflect progress and new intelligence about the future. It should also guide the organizational development plan in order to best support the organization’s future goals.

In business, I believe there are three primary plans that are essential for any leader and their team to be best prepared for whatever happens:

1 A strategic plan that looks 3 to 5 years forward.

2 An annual financial plan for (at a minimum) new sales, revenue, costs, gross margins, capital expenditures and cash flow.

3 An organizational development plan for your people and their roles, and the support of both.

Strategic plans

Strategic plans are essential to help the leader(s) of the business outline the goals of the business and the team, while identifying the key needs to achieve them. A working strategic plan should look 3 to 5 years into the future and include a financial

Annual financial plans

Annual financial plans should reflect all the pieces necessary for the team to run the business and consistently measure success:

Sales plans should outline what type of work is to be sold, in what volume, and by whom.

Revenue plans should be based on the recurring renewed revenue stream and the conversion of new sales dollars to revenue.

Cost plans should be broken down in building blocks of Cost of Goods Sold (COGS) by business unit and revenue stream to provide target sold margins on new sales and renewal margin targets on recurring agreements. Indirect operations costs and overheads should reflect standards and future needs of the business.

Once these pieces are established, a month-by-month cash flow plan should be built to reflect not only the annual operating activities but also capital purchase costs so the leaders can be prepared with financing or other cash draws as available.

A well-thought-out annual financial plan, based in reality, will be your greatest asset in navigating not only the day-to-day operations and measured success of the business but

also when things go off course. If a key team member leaves, you can use the plan and their place in it to guide a recovery and mitigation plan for the business. Understanding how your strategy, finances and operations fit together is the key to overcoming or even avoiding catastrophe.

Organizational development plan

A complete organizational development plan that outlines key people, roles and their training and development can reveal areas of strength and weakness in your team. This can be used in the previously mentioned scenario but also to prepare for possible hurdles during times of growth, change or challenge in the business.

Understanding the needs of the business as it relates to roles and responsibilities over time can help avoid catastrophe due to being understaffed or lacking in key expertise. This expertise might come from team members or from outsourced experts who can help cultivate team members who wish to take on new responsibilities.

Having a plan in place can not only help you respond to a catastrophe but also to avoid one. If you don’t already have these plans in place, I suggest you seek counsel to establish them and a process by which you can maintain them.

David Gallagher is principal for Spiritus Business Advisors. He has over 25 years of experience as a senior service-oriented leader on all aspects of property service. Contact him at david@spiritusba.com.

SPECIAL SECTION // PLANNING

nothing left behind Prepare your team for an extended absence

By MICHAEL WAGNER, CSP, ASM

If you are the leader of your organization, department or team, you know how important it is to ensure everyone understands their daily responsibilities and to create a working environment that strives to follow the vision and objectives. This becomes even more vital when an extended absence is on the horizon for individuals who are key players in the organization. Here we will discuss what obstacles your team might face considering those extended absences, and how to prepare them to be successful in the interim.

What are the challenges?

When absenteeism arises, the company and staff may face many challenges. Don’t just consider what may happen within the organization; you also need to think about the external connections of the company and the individual’s relationships.

While the lists (at right) are not exhaustive, these are some of the most important considerations when preparing for a leave of absence and considering them will help you prepare the company and staff for what may happen. You can never plan too early, as a leave of absence may come as a surprise or become unpredictable, so it is important to begin developing and preparing your staff for the what-if scenario.

possible internal/external challenges

Internal

• What are the individual’s daily responsibilities and tasks in their role?

• Who do they directly supervise and lead?

• What department, team or operation do they manage, and how will those different areas get the support they need?

• If this individual manages workplace functions across all departments, would it be better to have those managed in their respective departments during the absence, or through a centralized role?

• What tasks need to be prioritized based on need, such as accounting and financial, personnel management, safety, decision making, communication, etc.?

• How will you communicate and coordinate across the company while this individual is gone?

External

• What vendors and suppliers do they work with? Are they aware of the situation and do they know who to communicate with?

• Do they manage client and customer needs, accounts, services, complaints, etc.?

• How will these be handled and who will directly receive communication?

• Who will manage the invoicing, purchasing and accounting functions during the absence?

• Are there other duties of this individual, such as participating in associations, public relations, and attending events that may need to be handled?

Preparing your staff for the unexpected

When you don’t have the opportunity to plan for an unexpected absence, it will show how well you prepared your staff for the unknown. There are many things you can do to help your

team prepare for this situation, and it all begins with good leadership and teaching your staff.

Many of us have talked about the term “cross-functional,” and this is a major reason successful organizations place a focus on it. Take the time

to teach your team about the responsibilities and skills needed to complete others’ tasks, even if tasks are shared among more than one person. Here are some tips for preparing for the unknown:

1 Train your staff early and teach others how to perform tasks normally done by the absent individual but that have relevancy to their roles.

2 Create a hard copy of the plan or reference material so these resources can be utilized if questions arise.

3 Create a contact list for the team or department so that everyone knows who to contact for specific responsibilities and information.

4 Communicate who will manage and supervise in light of your absence before it happens, so that everyone in and outside the company is aware of who they need to contact.

5 Focus on teaching the prioritization of tasks and needs, so that others are aware of how operations currently happen and they can continue without interruption.

6 Build a culture of teamwork, accountability and trust, as that type of culture can help bind the people, tasks and objectives through adversity.

Prepare your staff for the expected

On the flip side of the unexpected, planning for an extended absence provides you the chance to organize and communicate with the team and personnel, and prepare for time away from the office. In this

situation, there is an opportunity for the absent individual and the company to notify vendors, suppliers, clients and external parties, and to plan accordingly. Make sure you use this time wisely. Use the tips in the previous section, and work to set in place all responsibilities, resources, services, staff and communication preferences beforehand. Another great way to maintain and strengthen the relationships, culture and efforts of the team, department or company while the extended absence takes place is to have a team building event, barbeque or lunch prior to the absence. Make sure that the staff knows how supportive the leaders and managers are, and how good communication and patience will get everybody through the challenges. With time to plan, take advantage of the opportunity and increase your chances of success.

Avoid the scramble

Many scenarios can happen, and it takes preparation and proactiveness in setting up your team for success. Don’t wait until something happens and you’re scrambling to make things work, or you don’t even have the time to scramble because you’re just throwing it together to make it work. Give your company, teams and personnel the opportunity to shine in the absence of a key player and be there to lead them to victory by using this information.

Michael Wagner, CSP, ASM is

Director

of Operations at Designscapes Colorado Inc. Contact him at 303-328-5554 or mwagner@designscapes.org.

Continued from page 33

Especially for food. If you can’t get anything else to eat for four days, what’s your plan?

Hotels. Our use of hotels to stage team members has grown. They are instructed to bring a bag with necessities and changes of clothes so they can go to the hotel and shower and nap before going back out into the field. Communication. We added additional layers of pre-storm communication with clients.

Fuel. We increased fuel storage at all of our facilities in the event gas stations are ever closed for extended days.

Counseling. In hindsight, we should have had mental health professionals available to provide assistance. We didn’t because the effects of the event didn’t really surface until much later; but if it were to happen again, I certainly would.

A bright spot in darkness

We pride ourselves on plowing snow and taking care of our customers. When we were able to move equipment, we had to triage who we serviced first. For our top-tier customers who needed us the most, we were there for them in a huge way.

They held appreciation lunches for us and there was a lot of goodwill shown to the team. To hear our clients say “Your work saved lives”—that positive feedback likely saved more of my people from getting out of the business altogether.

We also saw how essential our work is when the National Guard commandeered one of our loaders and had them plow through the snow to get to a woman in labor—amid all of the trauma, life goes on. As traumatic as it was and something we hope never happens again, this is the profession we have chosen. We learn from it and plow forward.

Jim Hornung Jr., CSP, is president of Elbers Landscape Service in Buffalo, NY. Contact him at jhornungjr@elberslandscape.com.

PHOTO COURTESY

prepare for the worst: Legal Readiness

Employers should equip employees with the necessary tools—both skills and knowledge—to understand and manage the business

By JARED NUSBAUM

Owning a business can come with some harsh realities, but preparing for the worst can help ensure a strong future for the business no matter the circumstances. Issues arising in the workplace are vast, ranging from the death of an owner to workplace safety to cyber attacks and natural disasters. This article will discuss these issues and explain how to prepare for the worst.

Death of a business owner

Addressing the topic of death can be delicate for most people, but it’s something everyone must face and every business should prepare for. Preparation is key, and one of the most critical aspects is succession planning. Succession planning ensures that a business can continue to operate seamlessly even after the death of an owner.

Succession plans may include creating operating agreements, buy/ sell agreements, power of attorneys, or trusts. Each of these documents provides the legal structure for the transfer of ownership and decisionmaking authority. They establish clarity and avoid disputes by outlining how ownership and control will transition in the event of an owner’s death or incapacity.

Each of these documents has a

common denominator. They each designate the transfer of power to an individual or group of individuals after an event occurs causing death or incapacity to the owner. The selection of a successor is not enough for a succession plan to be effective. Throughout the process, business owners and employers should prepare employees so they can pass the leadership role without a hitch. That means to effectively plan, employers should equip employees with the necessary tools—both skills and knowledge—to understand and manage the business.

Employers can prepare their employees by facilitating comprehensive training and providing shadowing opportunities. By offering consistent training to a broad group of employees, the pool for potential successors would grow, which would enhance the ability to select the best individuals for the role. The best candidate may evolve over time, so it’s important to create a flexible plan to adapt to those changes.

Death during operations

A business owner has the responsibility to ensure the workplace is a safe environment for their employees. This includes following the Occupational Safety and Health Administration’s (OSHA) standards and complying with other federal and state laws. Failing to take necessary precautions may result in serious injury or even death.

Generally speaking, OSHA regulations can include: (i) ensuring the workplace is free from serious recognized hazards and compliance with other OSHA standards, (ii) providing training, (iii) keeping records of injuries and illnesses, and (iv) providing payment for personal protective equipment when applicable. There are numerous OSHA standards that must be complied with and states may add their own requirements to the federal OSHA standards.

For example, employers should be aware of other federal and state labor standards such as requirements for conducting background checks, keeping appropriate working conditions, and hours and restriction.

Cyber attacks/ransom hacks

As businesses increasingly transition to becoming paperless, the threat of cyberattacks has increased. Cybersecurity risks are not limited to action movies where someone frantically hacks through firewalls in a dark basement to a James Bond soundtrack, nor are they limited to

enormous companies or government agencies. It is a serious consideration for even the smallest business owners.

Small business owners may face higher risks of fraud because they often lack the resources to secure their accounts, files and other sensitive information. For example, while it is convenient to store credit card information or passwords on your computer to avoid typing them in for every purchase made or every login, it is strongly advised against doing so. Saving credit card information on a business computer may open the door to credit card fraud. If a business finds it more efficient to store this information, then it’s important to invest in reliable cybersecurity software.

Natural disasters

Natural disasters pose challenges for businesses, and despite being beyond an owner’s control, an owner is still responsible for preparing for these

kinds of events. One of the primary concerns is property damage.

A business owner can mitigate damages to lost documents by investing in reliable cloud storage software and/ or keeping paper copies of important documents. This ensures necessary information can be accessible, even if there is computer damage. Further, one of the best ways to prepare for property damage is maintaining a comprehensive insurance policy. If property is damaged, an owner should take photos of the damage, and document all evidence to strengthen their insurance claim. Hiring an attorney can also help ensure a smooth claim process.

Maintaining a contract with

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customers that includes a “Force Majeure” provision is vital if you are working in an area where natural disasters can occur. That provision will protect your company in the event a natural disaster prevents your company from performing its obligations under the contract.

Overall, while owning a business can be difficult, preparing for these challenges ahead of time can minimize future issues. By addressing succession planning, workplace safety, cyber protection, and preparation for natural disasters, a business can ensure its longevity even in the worst-case scenarios.

Jared Nusbaum is an attorney with the law firm of Zlimen & McGuiness, PLLC in St. Paul, MN. His practice areas include employment law, small business law, litigation, and bankruptcy. Email him at jnusbaum@zmattorneys.com. Ellie Sammon, a law clerk at Zlimen & McGuiness, PLLC contributed to this column. Sammon is a 2L at the University of St. Thomas School of Law.

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are you covered?

Having correct, appropriately valued insurance will protect your business from the unthinkable

By JACK DEMSKI

Welcome to the most worrisome and troubling claims known to the insurance industry. We’ll explore the nightmares, business breakers and most tragic claims to hit snow businesses. Come on a journey into the dark work of insurance claims where death is only the beginning, and the damages know no limits!

Death claims

It’s an unfortunate reality that deaths can occur during winter operations. Some examples:

• It’s late after a long shift. You arrive at a new location and the parking lot isn’t completely empty as a neighboring restaurant is still open despite the conditions. You start to back up from your initial run and your sensors go off. You hit the brakes to avoid a pending collision—false alarm as you look in your mirrors and see nothing. It happens again and again as you continue to plow the lot, but this time you notice something on the cleared pavement. You get out in a panic and miss the last step, slip on the snow and slush, reel back and hit your vehicle.

• A team member is driving to a jobsite and sees a runner along the paved street instead of the snowcovered sidewalk or pathway. It is too late to course correct, and the driver clips the individual with the plow wing.

• The most common claim leading

to death or dismemberment is still cleaning out salt augers. NEVER let anyone reach in, stand in, or attempt to remove clumps!

Now for the good news. Insurance is available to cover these scenarios and lessen the impact on your business and operations in the event they occur.

General liability. Bodily injury and property damages are covered under general liability and extend to snow removal operations with the right endorsements on your master policy. This covers all third parties and can even extend into worker’s compensation and liability if the accident occurs in certain states. This would also apply to any property damage and slip and falls that would lead to a future injury or future peril if linked directly to the accident.

Worker's compensation. This insurance covers the medical, lost wages, disability and death to any employees and elected officers within the covered territory. Some states also require third-party damages that pay out to the family and remaining kin for additional damages that they would not have otherwise endured had the accident not happened.

Key man insurance. These are standard life insurance policies that pay the business back for the loss of an owner, officer or critical employee as long as the policy is taken out while the person is employed or involved in the operations. These are most common in LLCs and corporations as it allows for partners, owners and officers to buy out spouses and beneficiaries at the time of death funded by a policy and not out of their

own pockets. These most commonly pay out at time of death, but some riders and endorsements have added back coverage for long-term disability, chronic or mental conditions, diseases, and others.

Check with your agent about these options and have a deeper discussion to better understand how your business is covered in the event of a death.

Disasters

We build our businesses around process in order to control the controllable, and then insure the uncontrollable such as a flood, fire, earthquake, power outage or a gas leak. Armed with planning, hard work, undying spirit to succeed and a good insurance partner, many businesses can withstand most problems thrown at them…but one slip-up or uncovered peril could be its undoing.

The best takeaway from natural and manmade disasters would be to keep a reserve fund for the unexpected and always be ready to adapt to changing conditions and prep for a mobile business or remote operations. This disaster plan will help you to be among the top performers within the industry and help create a culture ready to take on challenges.

Damages

This is a hard category to define since it includes anything from bumpers, light poles, signs and fences to equipment, salt domes, buildings, and any other fixed assets. It also extends to unfixed assets like people and body parts, pets, future wages, rental revenues,

Buying the lowest or cheapest will only further ensure that you will be in peril when claims find you and could force future increases to be drastic…if your business survives the initial setback.

emotional loss, lost time or disabilities and loss of use. We most commonly see damages as a result of the following:

Vehicles and equipment. Operating during snowy and harsh conditions makes it difficult to see. No matter how much technology and assistance we give our personnel, accidents still happen. Training, route familiarity and safety incentives are critical for reducing accidents.

Completed operations. This category includes slip and fall claims and claims reports. Anything that you have serviced or results from your servicing a contract falls under the General Liability “Completed Operations” category. This has also been amended to include all property damage and bodily injuries reported through contracted means.

Cyber crime. Ransomware, cyber theft, and cyber crime are no different than damages to property or owned assets. Many courts have ruled that intellectual property (IP) is to be treated as property; thus claims and damages to a computer or while using a computer are mostly paid out under a cyber policy.

Property coverage. Damages to buildings, temporary structures, owned property, inventory, and anything you can prove ownership of would all fall under this policy. Some property forms will require prior agent knowledge or prior notice to your insurance company before coverage can be granted. Ask your agent about “Blanket Property Coverage” and how you can combine assets and buildings into shared allocations. This reduces the number of surprises you may have to deal with. Secondly, with the rise in construction costs, it should be standard practice to have your structures appraised by a Reconstruction Cost Estimator to ensure that your largest assets are properly insured to value and further reduce your surprise when a disaster, total loss, or even a partial loss claim comes knocking.

It is always best to talk to a licensed insurance agent or broker about your annual coverages and how to best

protect them. Value, coverage forms and partnerships—not pricing—should be the goal in any insurance situation.

Buying the lowest or cheapest will only further ensure that you will be in peril when claims find you and could

force future increases to be drastic… if your business survives the initial setback.

Jack Demski is a licensed commercial insurance advisor with Ansay & Associates, specializing in risk management for snow and land contracting. Contact him at Jack.Demski@ansay.com or 414.491.5918.

WITH JAY LONG

Minimize exposure

EPL policies can protect you from employment-related claims

Another advantage to having a separate EPL policy is that many carriers will provide you with risk management tools so that you may proactively mitigate your exposures in this area.

The basic insurance coverages for all companies include some type of policy for property, equipment, general liability, workers’ compensation, automobile and excess/umbrella coverage. Many of the contracts that snow contractors enter into will have requirements for most of the coverages listed above. However, there is an ever-increasing need for additional coverages to protect your business.

Employment-related claims for harassment, discrimination, wrongful termination, retaliation, defamation, unfair hiring practices and other workplace torts are on the rise. Have you received a notice from the Equal Employment Opportunity Commission (EEOC)? When this happens, where do you turn, what do you do?

If you have an employment practices liability policy (EPL) in place, you can turn that complaint over to your insurance carrier; they will provide a defense for you and potentially pay to indemnify the complainant. The insurance carriers have contracts in place with employment lawyers to help guide and defend you.

If one of your employees were to be accused of harassment, discrimination or defamation while out on a jobsite or in an office, an EPL insurance policy provides coverage for claims brought by past, present and prospective employees, as well as independent contractors, and could also provide third-party coverage.

EPL options

There are a couple of different options for securing employment practices liability coverage. It is important to note that there are differences in coverages with each policy; please contact your agent to discuss your particular policy. Some insurance carriers can include limited coverages on their general liability policy. These limits are usually at a smaller level (example: $25,000 each claim / $50,000 aggregate, or the most they pay in a policy term).

Here are a few things to consider when purchasing an EPL policy, aside from just the primary limit:

1 Deductible or retention. Most policies will require a deductible, typically starting around $2,500 or $5,000.

2 Third-party claim coverage. Does it protect your business from complaints from a client alleging harassment, discrimination, etc., by an employee? Third-party coverage typically will have a sublimit (smaller limit compared to your full policy limit protecting first-party claims).

3 Carve-back coverage. Is there a carveback of coverage for claims alleging retaliation in connection with COBRA, ERISA, OSHA, workers’ compensation or unemployment laws? A carve-back clause allows coverage to apply in situations that would otherwise be excluded.

4 Duty to defend. Does your policy have a duty to defend you on each claim, or are you responsible for hiring your own attorney? If your policy has a duty to defend, the insurance company will hire an attorney that will represent you in all matters relating to the claim.

EPL resources

Another advantage to having a separate EPL policy is that many carriers will provide you with risk management tools so that you may proactively mitigate your exposures in this area. They will provide training programs, legal briefings and timely and relevant articles. Some might even offer a hotline to a team of employment law specialists that can assist you with questions you or your human resources manager might have. Consult with your agent to make sure you understand the coverages you currently have and if you are comfortable with the coverages and limits you have available to you.

WITH BRENDAN D. O'BRIEN

The dangers of overpromising

Terms that might sound good when pitching services to a potential customer can be catastrophic if a slip and fall or other accident occurs.

One of the most dangerous things that a snow contractor can do is overpromise. Terms that might sound good when pitching services to a potential customer can be catastrophic if a slip and fall or other accident occurs.

When drafting, negotiating and executing any contract, always remember that the contract is binding the contractor to perform certain services under certain conditions. Those services and conditions should always be reasonable and clearly stated.

The examples below demonstrate some classic examples of overpromises. Such language is not only unrealistic but also is guaranteed to create problems if a potential claim arises.

as agreeing to keep a property clear of snow and ice. Again, the contractor has agreed to something that is extremely difficult to accomplish. When a contract requires “monitoring,” “inspecting” or anything similar, the contractor and the customer often have very different understandings of the contractor’s obligation.

The contractor may believe that driving around the property daily and multiple times per day after a precipitation event is sufficient; but if a slip and fall or other accident occurs, the contractor may learn that the customer expected far more. This disconnect can create a significant problem for the contractor as the customer (or the injured party) will almost certainly claim that the contractor could have done more to monitor the property.

“The contractor will keep the property clear of snow and ice.”

In many areas (particularly areas with harsh winters), this language obligates the contractor to do something that is totally unrealistic and likely impossible: keep snow and ice from accumulating. No matter how dedicated or competent, the contractor cannot satisfy this obligation for an entire winter.

Between precipitation events, melting snow refreezing, and snow being dropped by vehicles and pedestrians, a contractor cannot keep a property totally clear of snow and ice.

This overpromise is particularly problematic because it exposes the contractor to potential liability no matter the amount of snow or ice in a particular location. If a pedestrian slips on a 2-squareinch patch of ice, the contractor has breached the terms of its agreement by allowing that ice to form. If a vehicle slides into another vehicle because snow has been accumulating for 10 minutes, the contractor has breached the terms of its agreement by failing to prevent the accumulation.

1 2

“The contractor agrees to monitor the property during the winter months.”

This overpromise is nearly as problematic

3

“The contractor will use its best efforts to remove snow and ice from the property.”

This language may seem innocent enough, but it suffers from a similar problem to the language requiring monitoring: the contractor can always be expected to do something more. The dangerous phrase here is “best efforts.”

A contractor may go to a particular customer’s property first after every storm, return to that property multiple times during the storm, and send someone to inspect the property three times per day, but those actions may not be enough if a contract requires “best efforts.” This phrase can mean any number of things and should be avoided at all costs. Including it in a contract without a clear definition is an excellent way to face a claim that the contractor “should have done more.”

Conclusion

Defining the scope of a contractor’s services using language like the examples referenced above puts a contractor in a no-win position. The contractor becomes obligated to do the impossible while simultaneously exposing itself to liability for nearly any accident. Being put into such a situation is not worth it, no matter who the potential customer might be.

Brendan D. O’Brien is an attorney with Primmer Piper Eggleston & Cramer PC, based in Manchester, NH. Contact him at bobrien@ primmer.com.

SIMA Means Safety

Team safety is serious business and SIMA is here to help with new resources!

The standard outlines the basic elements required for the formation of a snow and ice management company’s operations safety program, including training, monitoring and documentation.

Sidewalk Crew Safety Training

Train your sidewalk teams with five modules in English and Spanish (coming this fall):

✓ Personal safety and PPE

✓ Site-specific safety

✓ Tools and techniques

✓ Yard safety

✓ Chemical safety

Free Training Downloads

Supplement training with packaged safety-related resources:

✓ PPE

✓ Shoveling and snow blowing

✓ Site and misc. safety

build a seasonal staffing plan

Collaboration, communication, and consistency

are essential

IBY JOHN MOCHARKO & EVAN TACHOIR

BY JENNY GIRARD, ASM

t is a struggle to find and retain good employees for snow.” Have you as an owner or employee said something like this? In an industry that relies heavily on seasonal workers, it’s likely you have.

At the 2024 Snow & Ice Symposium, we presented a session on building and executing a seasonal staffing and training plan for this coming season and beyond. Our focus was to help you build a strong seasonal workforce to serve your customers this year and to allow people to develop careers within your company, thus building your workforce for the future.

We chose to present this session together to share the importance of collaboration between operations (field staff) and HR (office staff) during seasonal staffing planning and execution.

The need for both perspectives

It is best to have operations and office staff collaborate on building a seasonal staffing plan because individuals in these roles experience snow/ice events from different perspectives.

The operations staff is like your defensive captain in football. They are in the middle of the action during a storm and have that first-hand perspective on how the storm feels and how it affects the snow team. On the other hand, the office staff has the perspective of a coach in the press box. They can see

the storm from 10,000 feet with information at their fingertips to help the operations team plan and adjust.

Operations’

role in staffing plans

As operations leaders, you need to determine the site requirements and levels of service for your sites in order to inform your staffing plans. You need to be clear on whether the site is a zero-tolerance, 24/7 site (such as a hospital) or if it’s a site that is only open 8am-5pm during the weekdays (such as an office complex).

In addition to hours of operation, be aware of the site’s post-storm requirements. For example, you may service a distribution center where you are required to brush snow off of trucks and perform cleanup days after the snowfall ends. Knowing your site’s service requirements will inform your equipment and employee needs onsite.

As a best practice, you should determine the worst-case scenario, and then add a few more people to be safe. Having more than enough employees will allow you to staff long storms, such as staggering staff for 10-hour shifts with a 5-hour break in between.

HR’s role in staffing plans

To recruit a strong seasonal workforce, you need to turn over many stones. Simply “spraying and praying” by posting a job ad on Indeed or other sources is only one of many steps.

The most effective recruiting pool I have found is good retention and referrals. Just like with sales, it’s much easier to keep a good employee than to find new ones. As a company, allocate part of your budget for referral bonuses, end-of season bonuses, and employee get-togethers (in-season and postseason) to build relationships that encourage retention and more referrals.

To build a candidate pool, post jobs on Indeed and job boards. You can also use boosted, targeted ads on your company’s Facebook page.

In addition to advertising for those looking for work, you need to reach out to those “passive candidates” who may not be actively looking but would be open to winter work if asked. You can reach out to passive candidates through Indeed’s Resume Database (a paid service) as well as by contacting heavy equipment operator training programs, your state’s career link office, and community organizations. Consider reaching out to your local Heavy Equipment Operators Union and negotiating a seasonal partnership where they can provide referrals from their out-of-work list (this may vary city-by-city).

As you build your candidate pool, interview candidates as close to when they apply as possible. Having multiple rounds of interviewing and training, including having heavy equipment operators run the equipment as part of an interview, is important because a big part of finding good seasonal staff is making sure they can keep showing up and proactively communicate. This process will reveal both skill and will.

Continuous communication and improvement

Seasonal recruiting is an ongoing process. In addition to all these strategies, it will take diligence, consistent follow up, and good communication throughout the season.

Part of ongoing communication throughout the season is ensuring operator availability. It is a best practice for your team to track seasonal operators’ availability and check in weekly to proactively check for any changes in availability.

It is important to let your seasonal staff members know that if they say they are available during a certain timeframe, that if you call because a storm is coming that they will report to work. Proactively and consistently clarifying and documenting this will save you headaches during a storm.

In addition to communication, you should also track metrics to see which recruiting sources are the most effective and to document the performance of seasonal staff members. Documenting performance is important so your operators know where they stand, you can address any opportunities for improvement, and you can build your storm plans around your strongest performers.

Collaboration, communication, and consistency are key when building and executing a seasonal staffing plan. As we know in snow, you cannot plan for everything and things change quickly; however, these best practices can help you move closer to a successful winter, this year and beyond.

Evan Tachoir is founder/CEO of Jack Of All People Trades Consulting. Contact him at evantachoir@gmail.com. John Mocharko is regional operations manager Acacia Facility Services. Contact him at jmocharko@trustacacia.com.

•Safe on concrete (30 days after installation)

•Less corrosive than tap water

•Chloride Free: eliminates chloride corrosion of metals

•No pitting or spalling

•LEED compliant

•More melting power for less

•Environmentally friendly

•Resists re-freezing cycles

•Non-toxic & biodegradable

•Fast acting

•Pet friendly nainfo@Natural-Alternative.com

SPOTLIGHT ON EQUIPMENT & ATTACHMENTS TOOLS

Caterpillar

Caterpillar brings the heat in the coldest conditions. Cat wheel loaders can clear large spaces, while Cat backhoe loaders push, lift and move snow with a variety of attachments. Save on snow and ice equipment now. www.cat.com/compact-offers

CASE Construction Equipment

The SL23 small articulated loader is compact, powerful, and versatile. Easily transportable and designed for small areas, it features an optional enclosed cab for cold weather and snow-pushing applications, hydrostatic 4-wheel drive, and a unique oscillating front section for stability. Attachment-friendly, you can scoop, load and sweep through the job. www.casece.com

HLA Snow

The SP3400 Series Snow Pusher is built to the same commercial specs as our popular SP3500 series, but with a lower mouldboard for better visibility when paired with a skid loader power unit. The SP3400 is available in widths from 84”-144”.

www.hlasnow.com

Volvo Construction Equipment

The L25 Electric CWL offers the performance of its diesel equivalent but with zero emissions, lower noise and no fuel. No engine means no engine oil, oil filters, diesel particulate filters or DEF. The machine can be charged in a variety of ways and will work several hours on a single charge. www.volvoce.com

WESTERN

Move large amounts of snow on a wide range of properties and conditions with the PILE DRIVER XL Pusher Plow with TRACE Edge Technology. Available in 8’ to 16’ widths, it features hydraulic, independent 3’ wings that provide 180° infinitely variable wing placement. From scooping and stacking to plowing along curbs and wide open spaces, the PILE DRIVER XL pusher plow clears big lots efficiently. www.westernplows.com

MUSKOX Snowblowers

MUSKOX Snowblowers: an innovation in snow removal, featuring patented backdrag capability and a tough dual auger system for efficient clearing of heavy snowfalls. Our unique glide plate, rubber cutting edge, and leveling wheel ensure optimal performance on any surface, minimizing manual labor and saving operators time and money on snow removal. Available in three sizes. www.muskoxmn.com

SnowWolf

The SnowWolf Apex wing plow is available in various sizes for compact and large wheel loaders. With durability, flexibility and hard work in mind, the ApexPlowHD was designed to make light work of heavy snow. www.snowwolfplows.com

Transform your fleet with the Switch-N-Go® interchangeable truck body system where a single truck does the work of three

Sure Grip Controls

Sure Grip Controls armrests are fully customizable, allowing clients to tailor them to their specific needs. From selecting cushion materials and colors to integrating various components like joysticks, LEDs and push buttons, the possibilities are nearly endless. The first order has been created specifically for snow removal applications. www.suregripcontrols.com

www.switchngo.com

TOOLS // SPOTLIGHT ON EQUIPMENT & ATTACHMENTS

Virnig Manufacturing

Introducing the V20 Mini Skid Steer Snow Blower, a powerful attachment engineered to transform your mini skid steer into a snow-clearing machine. With a robust twostage design, direct drive Parker motors, and a 48-inch cutting width, it tackles heavy snowfall effortlessly, ensuring unmatched performance and efficiency. www.virnigmfg.com

FISHER

Designed specifically for skid-steer applications, the XRS plow offers fast and easy hook-up, adding versatility to your snowclearing arsenal. The XRS plow leverages the onboard hydraulic system of the skid-steer to lift and lower the blade for improved operator performance. The oscillating skid-steer mount comes standard and provides six degrees of side-to-side oscillation to improve scraping and cutting edge wear while reducing damage to the terrain.

www.fisherplows.com

Arctic Snowplows

If you have a parking lot full of gravel, a driveway full of leaves or a side road covered with dirt, the Power Angled Broomer makes cleaning up a snap. It is designed for landscaping, construction, agriculture, industry, municipalities, airports and road maintenance. www.arcticsnowplows.com

SNOW & ICE EQUIPMENT

• Liquid tank capacity: 500-3250 gal

• Fully electric 12V & 24V

• Dual Hi-Flow pumps with spray bar output of 20-40 gal/min

• StrikeSmart™ controller with GPS speed control & HTrack™ 2-way online tracking and control system, standard

• Automatic pre-treat and post-treat

Buyers Products

Increase your snow removal efficiency with a ScoopDogg by Buyers Snow Pusher. Available for skid steer, compact tractor, backhoe, and loader applications, the ScoopDogg by Buyers features a steel moldboard with a durable, corrosion-resistant Tuff-Kote finish. In stock and ready to ship, a ScoopDogg by Buyers will get the job done this winter! www.buyersproducts.com

DEVELON

DEVELON offers two snow blower attachments for the DTL35 compact track loader. The standard V50 features a paddle-style auger, throwing snow up to 30 feet with direct-drive motors. The HD V60 can throw snow up to 40 feet.

https://na.develon-ce.com/en

Pro-Tech Sno Pushers

Pro-Tech’s NEW Steel Edge Sno Pusher excels at scraping hardpack snow and icy surfaces. The trip edge features a reinforced singular steel cutting edge with guided trip springs. The bolt-on connection allows users to easily change coupler types. The fully welded chassis gives users the durability and longevity Pro-Tech Sno Pushers are known for. www.snopusher.com

TOOLS // SPOTLIGHT ON EQUIPMENT & ATTACHMENTS

Les Machineries Pronovost Inc.

Pronovost hydraulic-driven snowblowers have been specifically designed for utility vehicles and wheel loaders. The 48’’ to 120’’ snowblower lineup covers power ranges from 18 to 60 GPM and up to 5800 psi. Our exclusive variable displacement piston motor hydraulic drive system combined with our snowblowers provides the best performance in the market. www.pronovost.qc.ca

Gjerstad Products A/S

Hydraulic snow plows for 10-35 T wheel loaders. Manufactured in Hardox steel for best durability. Used in major airports in Europe and exported to the US and Australia. Pivoting sides for increased retention of the snow. Available in several widths, optional rubber edges, central lubrication, etc. www.gjerstad.com/en

Holms Attachments

To cope with enormous amounts of snow in the north, we have designed the PVF V-plow to have the best throw on the market. The positive cutting edge lifts the snow, which follows the arch of the plow blade and is thrown over the snow banks. www.holms.com/en

Hyundai Construction Equipment North America

Hyundai Construction Equipment North America announces its first new dozer model, the 115 net hp (86 kW) Hyundai HD100. The Hyundai HD100 dozer offers superior visibility to the standard 6-way angle blade. Positioning the electronic cooling system at the back of the machine results in an unobstructed view of the blade. A rearview camera, high-illumination LED lights and four premium wiper blades are all standard. https://na.hd-hyundaice.com

Hilltip

For use on pickups, tractors and other equipment, Hilltip’s SweepAway rotary brooms are available in 59- to 86-inch widths and feature a 20-inch diameter brush for high snow removal performance. Multiple mounting frames are available, which allow angling up to 25° to control direction of swept material. www.hilltipna.com

Kage Innovation

Universal live snow plow cutting edge for maintaining contact with uneven surfaces while minimizing damage. Hardox steel or carbide cutting edge sections can be retrofit to virtually any snow plow, including straight blades and snow pushers. Adjustable spring-loaded sections accommodate manhole covers and back dragging while decreasing excessive wear.

www.kageinnovation.com

TOOLS // SPOTLIGHT ON EQUIPMENT & ATTACHMENTS

Mecalac

Mecalac introduces the 12MTX wheeled excavator loader to the North American market. The 12MTX combines the capabilities of a compact excavator, loader and telehandler into a single machine that excels at digging, loading and material handling. The multipurpose machine ultimately maximizes profitability by reducing maintenance, labor and equipment transportation costs. www.mecalac.com

TrucBrush Corporation

Expand your service offerings with the TrucBrush, an attachment that clears snow off truck, trailer, intermodal containers and bus rooftops. TrucBrush is powered by the loader’s hydraulics and is engineered to clear snow away from the truck’s lane of operation for faster fleet deployment and easy clean up after fleet clearing. Utilize your loader with the TrucBrush! www.TrucBrush.com

Bobcat Company

Bobcat utility tractors feature 12x12 power shuttle transmissions that deliver smooth, easy shifting without stepping into a clutch pedal. Powered by turbocharged, Tier 4 diesel engines, these versatile workhorses offer robust, high-power performance with impressive low-end torque, plus an efficient fuel system. The tractors offer reliable starts, swift travel speeds, long component life, easy service access and simple maintenance. www.bobcat.com

Normand Co. Ltd

The Normand Hybrid 92’’ snowblower, using the Metal Pless Live Edge technology for cutting edges, can be delivered with carbon steel, stainless, Hardox 450 and Tivar cutting edges. www.cienormand.com

John Deere

From tractors, front mowers, and Gator utility vehicles with snow removal implements, to a complete portfolio of compact construction equipment, John Deere helps you clear the way. With financing options through John Deere Financial and the support of the John Deere Dealer network, you’ll be prepared to weather the storm. www.deere.com

New Holland Construction

The new line of New Holland small articulated loaders come in an array of sizes for different jobs in snow management. Some are small wheel loaders by size. https://construction.newholland.com

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COMING IN OCTOBER: Sidewalk equipment, shovels and safety gear

HitchDoc Manufacturing

HitchDoc prides itself on its line of skid steer, tractor and wheel loader hydraulic snow blowers. Designed in Minnesota by the snow experts and manufactured with American steel, these blowers are sure to chew through and outlast the harshest winter elements. www.hitchdoc.com

Mention of products and their attributes does not constitute an endorsement by Snow Business, SIMA, its agents or staff. Snow Business assumes no liability for claims made in regard to products appearing in this magazine.

LAST WORD WITH JOE KIEDINGER

Applying empathy in action

Empathy is a transferable skill that can be applied in any situation to create better outcomes.

Irecently worked on a construction project in Phoenix, and something happened that reinforced my long-held belief in the paramount importance of empathy in leadership and communication.

Empathy in action

The project involved various tradesmen from different companies, including steel workers, concrete workers, and many more. Any kind of tradesman that you could possibly imagine was working there. A general contractor was responsible for supplying a safety manager to ensure safety protocols were followed. The passion this safety manager displayed for his work was unmatched; he was exceptionally detailed, striving to know everything that was going on at the site so he could ensure full compliance with safety regulations.

kept informed about all site activities. This newfound understanding and refined communication significantly improved safety at the site, benefiting everyone involved in the project.

Applying empathy

Empathy begins with understanding and acceptance. It involves putting yourself in someone else’s shoes to understand their perspective and motivations. The leaders at the construction site demonstrated this by choosing to listen to and understand the safety manager’s thoughts rather than making assumptions or reacting negatively.

To apply empathy in any context, it’s essential to seek understanding first. Ask questions like:

Can you walk me through that?

During a project alignment meeting involving every leader on the site, it was revealed that a wall had been installed incorrectly and had to be moved immediately. There would be no problem normally, but in this particular case, this was the first time that the safety manager had learned about the incident. After hearing about it, he became very emotional and emphasized the importance of following safety protocols. His reaction was unexpected and visibly intense. You could tell that his emotions had been altered and that he wasn’t taking the news very well, even though the problem had been rectified almost immediately.

Rather than dismissing his emotions, the other leaders at the meeting chose to engage with him empathetically. They expressed appreciation for his passion and asked him to explain why he was so emotional. The safety manager shared a personal story from 10 years ago when a failure to follow protocol led to five young boys being trapped in a 10-foot-deep hole overnight for 10 hours with no way to get themselves out. Although the boys were eventually rescued, the incident profoundly affected him, shaping his meticulous and detailed approach to safety.

Every other leader at the table understood immediately. You could hear a pin drop in the room. From that moment on, they ensured the safety manager was

What did you mean by that?

The story I’m making up is X, can you tell me what it really is?

Can you tell me more about that?

What do you need from me?

Understanding creates empathy, empathy creates great communication, great communication creates highperforming teams, and high-performing teams create world-class organizations. To truly understand the people around you, you need to know their dignity. This level of understanding usually only happens with friends and family, but it’s crucial in professional settings, too. Although it can sound daunting, all it really takes is consistent conversation with a bit of vulnerability and a willingness to listen and understand. This experience at the construction site highlighted the power of empathy in leadership. By choosing to understand and accommodate the safety manager’s emotions and perspective, the leaders improved safety and communication at the site. Empathy is a transferable skill that can be applied in any situation to create better outcomes. It starts with the desire to understand, which leads to empathy, improved communication and, ultimately, high-performing teams.

Joe Kiedinger is founder and chief executive officer at Dignify. Contact Joe at joek@dignify.com