Work ON Your Business – Not IN It

by | Aug 27, 2018 | Business Strategy | 0 comments

Work On Your Business – Not IN it

Ever feel like you are constantly spinning your wheels with your business, always busy, but not making much progress? Of course you have. Every business owner feels this way, especially in the tree care industry. With all of the responsibilities of owning a business, a successful owner must be able to take a step back and work ON their business not IN it. Because this is extremely hard to do, I want to give you my 6 tips for beginning to work on your business and not in it.

Desire to work ON your business – If you want to achieve large goals for your company, you must have a desire to work on your business. This is an internal motivation that only you can provide and requires daily discipline and energy to stay focused on what is truly important to your organization.

Establishing the vision and core values – After you’ve committed to working on your business, you must get serious about creating a vision and a set of core values for your company. There are a lot of ways to write vision statements and create core values, but don’t get hung up on the exact words or way to do it right now. Start brainstorming what you want your company to look like in the future and what do you want it to stand for. This is a vital exercise that should be done at least once a year to properly evolve as a business. Over time, you will see a crystal clear picture of who your company is and where it is going.

Hire the right people – The only way you can successfully work on your business is to have the right team members to do the tasks that you used to do. I have always been a large proponent of hiring for attitude and culture fit and then training for the job. Sure the employee must have a base level of competency in the position before I hire them, however, it is much easier to teach the right employee than it is to manage an employee that doesn’t fit in. Now, hiring the right employee isn’t that easy. One of your responsibilities as the business owner is to develop a hiring and recruiting process that will eventually create a pipeline of new talent to your organization for years to come.

Delegation and Empowerment – What tasks do you do every day that could be handed off to someone else? Why do you still do these tasks? Are you afraid that they won’t get done the same way that you would do them? Most owners have a difficult time delegating anything to their employees, however time never stands still and the lack of delegation is the surest way to a stale business. Once you have identified what tasks and responsibilities you can delegate, give your employees the power to make decisions for these. It will only be natural to check on them and question their decisions, but resist this urge. If you have communicated your vision and core values well enough to your team, they will earn your trust by being allowed to carry out that vision. No one likes a micro-managing boss, so allow your employees to take ownership in projects and reward them with encouraging feedback when they do a good job. If an employee’s decision or actions do not result in a positive outcome, work with the employee to help them come up with a different solution for the future. Of all of your efforts to work on your business, this is the most important, your team must know that you trust them to make decisions on your behalf and that their job will be secure if they make a mistake.

Training on Standards and Procedures – The best companies build systems that are standardized and allow for employees to enter in and out of the system with minimal interruption. Developing the way your company operates around a process versus a person may seem foreign and a bit intimidating, but is the surest way to building a rock solid organization. Dissect every aspect of your business from the customer experience to the pruning standards to your equipment maintenance schedule. Create standards for each area so that a new employee can come into the company and know what is expected of them. Please don’t try to do this on your own. Part of the delegation and empowerment is getting your team members to help out with this. You will be surprised how much better your standards and procedures are when you involve your team to develop them.

Block out Time – This is my last tip, but really could be listed first. As the owner, you have to block out time to work on your business. This means uninterrupted time where you focus on the most important aspects of your company. Blocking out time is really hard to do if you work out of your home or if you have a busy office, so what works best for me is to schedule time away from my normal desk. This allows me to work on the proactive tasks that I need to do without feeling like I’m ignoring the needs of my team. Find a physical location that you can do some deep work for your business and regularly schedule time to go there.
Starting to work on your business is hard to do, however, by slowly implementing these tips into your work life, you will start to see a transformation within your company.

Written by: Eric Petersen

How Effective is Your Safety Program?

by | Aug 27, 2018 | Safety | 0 comments

How Effective Is Your Safety Program?

I’m sure you are like most tree care companies and attempt to provide a safe workplace for your employees by having a written safety program, creating a safety committee and performing regular tailgate safety talks. But how do you know if you are really achieving an effective level of safety awareness within your organization? Use the following to measure how well your safety program is doing.

Define Benchmarks and Goals – OSHA suggests to look at both Lagging and Leading Indicators to determine effectiveness of your safety program. Have your safety committee create a list of these indicators to set the baseline for your safety program. Have these indicators be measurable or quantitative rather than subjective or qualitative. Then as a committee, form realistic goals to improve upon these indicators.

A Lagging Indicator is a statistic from a previous accident or injury. Look at your OSHA 300 log or your insurance policy loss runs to show what has happened in the past. Examples can be simply, the number of work comp claims, the number of auto accidents or number of sick/injured days away from work. These indicators are typically negative events that an effective safety program will look to reduce or eliminate.

A Leading Indicator is a measure of how well your program has been implemented by focusing on preventative actions or behaviors. Examples of Leading Indicators can include, the number of attendees to your safety meetings, number of in-field safety audits, number of employee safety suggestions, or the number of near misses reported. These indicators are typically positive events that your safety program should encourage to grow. A quick word on near misses. You may be thinking why would you want an increase in near misses? You’re right you don’t want more close calls, but you do want to encourage and support the discussion of more near misses in your safety meetings to help others prevent making a similar mistake. Open communication is a pillar of a solid safety culture.

Track Indicators – Appoint someone on your safety committee to be in charge of compiling the data. Using Microsoft Excel is a simple way to store the data and compare it over time. These indicators should be looked at on a monthly basis to actively monitor trends both positive and negative so swift action or rewards can be addressed as soon as possible.

Audit your Program – Verify that the main elements of your safety program have been implemented by:
Asking employees from all departments to explain the procedure for reporting injuries?
Reviewing injury report forms for completeness and verifying that the suggestions to prevent future injuries have been performed.

Requesting to see the documentation from each safety meeting.
Consistently monitoring the indicator data for changes.

Of course a strong safety program will evolve and adapt over time. Use the information gathered from your audits and conversations with your team members to continually improve your program. Rotate the members of your safety committee over time as well so that everyone within your organization feels that they have some ownership in the safe workplace that you are creating. Remember everyone wins with safety!

Written by: Eric Petersen

Mentorships: Can They Work for Me?

by | Aug 21, 2018 | Employee Management | 0 comments

Mentorships: Can They Work For Me?

Training new employees can be a difficult task, no matter what industry you’re in. In our office, much like many tree care companies, we’ve utilized a mentorship strategy to bring new employees up to speed as soon as possible. A mentorship program typically includes more individual attention than group training or orientation programs. Often times, situations arise that can’t be learned from a text book. The mentor is there to provide real life experience to fast track the learning process. Below is a conversation from when we had Ryan interview Malcolm and I on how we’ve used the mentorship process within our agency.

Ryan: Why did you choose to implement a mentorship strategy?

Eric: With any new hire, we feel it is critical to establish a solid working partnership that benefits everyone. We utilize a one on one approach to help ensure the employee’s career development within our culture. To us, development goes beyond the professional setting to include the creation of a healthy work/life balance.

Ryan: Malcolm, what have the major advantages been for you with your mentor?

Malcolm: The most obvious benefit is being able to find quick solutions as I gain knowledge important to my role. On top of that, it helps to have someone like Eric who is invested in my success that will ultimately push me in the right direction. When I come up with ideas or pain points in my career, Eric is there to give me support, or play a devil’s advocate role.

Eric: From an employer’s perspective, being able to spend time directly with the new hire has helped our organization in a number of ways. As Malcolm mentioned, it allows the new hire to become better at their position in a much shorter amount of time. Outside of boosting efficiency, we are also able to connect on a personal level which ultimately helps build a culture of employee retention and satisfaction.

Ryan: What challenges have you noticed using this process?

Eric: A critical piece to a successful mentorship program is time management. The mentor needs to hold themselves accountable by ensuring that they are available to the new hire, while also staying on top of their own work. Even though I have had a number of new hires under me over the years, this has remained the largest challenge for me.

Malcolm: For me, a big challenge was determining which tasks I needed to take to Eric and which tasks I should have figured out on my own. I felt the mentor should always be there to answer questions, however, sometimes I was nervous to even ask.

Ryan: How can your mentorship experience translate to the tree care world?

Malcolm: When I see my clients using these programs, I get excited because I know what it will do for their business. I had insurance experience prior to joining Eric’s team, and while the mentorship certainly helped with my insurance knowledge, it also gave me a more personal feel for ArboRisk’s values and overall operations. Because company values are so important in the tree care industry, I think this program is a great way to ensure new hires operate under those values.

Eric: There is no comparison to the individualized attention a mentor can give for the safe and productive development of a great team member. With all of the dangers in the tree care world, learning from your own mistakes may not offer a second chance. A mentor can take a new employee under their wing and help them avoid close calls by sharing their personal stories.

The most successful mentorship programs that I’ve seen in the tree care industry, involve upper management that is dedicated to developing their workforce despite the understanding that not all employees will be with their business forever. These employers are satisfied by helping individuals reach their own goals and developing their professionalism.

Lastly, I’ve witnessed firsthand that if no formal mentorship program is in place, unofficial mentors will become the internal voice of the company, ultimately creating the culture they want rather than the one you want to achieve.

Ryan: What steps should a tree care company take to build a mentorship program?

Eric: I feel there are 4 simple steps that can be followed to develop a mentorship program.

Talk to front line managers and crew leaders to see if they would be willing to serve as a mentor to your new employees.

Ask a recent new hire how their training was and what could be improved upon to help them become proficient in their job faster. Also ask directly if an individual mentor would have been helpful for them.

Start small. Pair the mentors up with the new employees and give them both flexibility in developing the program for your company. This means to allow for time, away from production or other tasks, to ask specific questions or get specific equipment training.

Review with both parties every 30 days to ensure that the additional attention is having a positive impact on the employee’s development.

Written by: Eric Petersen

7 Tips for Retaining Great Employees

by | Aug 17, 2018 | Employee Management | 0 comments

7 Tips For Retaining Great Employees

It’s hard to find a good employee and yet it feels like it is even harder to keep them around. Especially in the tree care industry, employee turnover can be the most demoralizing challenge that you as the business owner face. While every organization will have employees leave from time to time, top level tree services make a concerted effort to retain their team members. My list of 7 tips for retaining great employees come from working with and observing these top companies over the years.

Hire for culture fit – Okay this is more of a hiring tip than a retention tip, however, it’s the best way to improve your retention. It is a lot easier to keep your employees when you start with employees that fit the culture of your organization. Skills can be taught, but you will never be able to change the personality of your employees. If you hire to fill a specific skill set and do not pay attention to whether or not that employee will fit the culture you will either have that employee leave sooner than you want or they will push out good employees.

Communication – Everything within your company depends great communication. Knowing what matters to your employees and what motivates them is the key to keeping them happy while working within your organization. Provide a work environment that encourages communication between management and laborers without fear of repercussions and you will dramatically increase your employee retention.

Career development – Supporting and encouraging your team members to pursue additional training lets them know that you are committed to them and their careers first and your profits second. Great employees will produce more profit for the business, so allow each of your team members to grow individually. Also, developing a career path structure that an employee can follow to advance in your company will provide motivation and clarity for all team members.

Provide challenges – The best employees on your team want to be challenged. They want to use their skills and talents to accomplish goals that not everyone can. This helps them feel fulfilled in their work and wanting to stay with your organization. A clear defined career path, provides one way to challenge your employees, but you can also have a number of special projects lined up that an employee can sign up for. Perhaps starting a safety committee, researching the latest equipment, figuring out a way to utilize the latest client management software, or creating small videos for use on social media channels for marketing purposes are all examples of simple challenges that you can provide your employees that would be valuable to your company.
Flexibility – In general, most employees today are looking for a work place that can be flexible with them. Understanding that just earning a paycheck is less attractive now than it was in the past. Employees want to be able to take time with their families and perhaps work from home from time to time if they do sales or office work. When talking about field staff it is a little harder to be flexible, but not impossible. You must have great communication and a solid set of rules for flexible schedule so that everyone knows what to expect of them and their teammates. This eliminates one person from taking advantage of it and creates respect for everyone. Let your employees come up with ideas on how this would work that would be fair for all.

Diversify work opportunities – Providing a varied work day for your employees is nearly impossible within the tree care industry, but what isn’t is creating a rotation where employees get to work in different areas every so often to break up the monotony of their work. This starts by having the roles and duties of each position outlined and written down for everyone. Then create a structure where each employee spends one day out of every two or three weeks in a different area of your business. That could mean that a production arborist may spend one day working with the plant health care crew and one day in the shop with your mechanic each month. Resist the urge to keep pounding production out of your best employees to avoid burnout.

Compensation – I listed this as the last tip, because while important to retaining employees, if you master the points above, compensation takes care of itself. With a flexible work schedule and chance for career development, warranted performance based pay increases become a normal part of your company’s culture. If you have trouble figuring out how much to pay your employees, start by using the TCIA’s Wage Survey.

Written by: Eric Petersen

6 Steps to Building a Better Brand

by | Aug 17, 2018 | Marketing | 0 comments

6 Steps to Building a Better Brand

In today’s over-commoditized world, building your company’s brand is one of the most important business decisions that you need to make. By formulating a solid brand for your organization, it sets the tone for your entire operation. This is more than just your unique value proposition – it is the way you interact with your customers and team members, it is what people feel and remember about your company. At the 2018 TCIA Winter Management Conference, Bruce Turkel stated, “A good brand makes people feel good. A great brand makes people feel good about themselves.” This brand must be yours and it must be genuine. Here are 6 questions to ask yourself when building a great brand for your business. What are your company’s values? Spend time thinking about your own personal values. What do you believe in? Does your business operate on those basic life principals? Talk to others within your organization and ask them what they value and how the company can emulate those beliefs. For my firm, I used a large list of value words and circled my top 10. Words like trustworthiness and altruism stood out and helped me solidify what I wanted our company to believe in. This helped tremendously in moving our brand forward. What are your company’s strengths? If you haven’t done a SWOT Analysis (Strengths, Weaknesses, Opportunities and Threats) on your business, do so now. This analysis helps in so many ways and is vital in building a better brand. Think about the strengths of your company – What is your team the best at? Where are the opportunities for growth within your organization? Who is your ideal customer? Your company’s values and strengths will highlight who will benefit the most from your services. Get as specific on this as you can. The more laser focused you can be on your target clients the better you can fulfill your promises to them. What can you solve for your customer? For this question, dig deeper and think about the reason that your customers are contacting you to perform a service. It isn’t just about removing the dead branches from the tree in their front yard or making the leaves look greener on the tree that hangs over their porch. It is about eliminating the work on their end. It is about giving them more shade on a hot afternoon when they are enjoying their patio with their friends and family. Think about the real reasons someone wants work done on their trees. How do customers feel about your company? Are your customers raving about your company? Do they tell their coworkers about what a wonderful job your team did? Have you mastered the customer experience by renovating every customer touchpoint so they have only positive things to say about your organization? Understanding how your team and services makes your customers feel is a significant part of your brand. Does your company’s look match what your message is? – Does your logo and color selection match what your values and strengths are? Is your logo sleek, modern and edgy, yet your equipment and uniforms look old and worn down? Does your website convey the same message as all of your written communications with your customers? The look of your company, from every aspect, is the most visual part of a brand and a part that cannot be taken lightly. While this can be expensive to change, it should be your last step in revitalizing your brand. If you are confident in the answers to parts 1 – 5, this step should be easy to implement. After you have figured out what your brand is, you must be consistent with it. Ensure that all of your team members know what it is and why it is important. Common phrases within your organization can help solidify the brand internally so that the external world will start to believe it. Building a brand doesn’t happen overnight, however, with structured concentration on it, you will begin to see how it can dramatically change every aspect of your business.

Written by: Eric Petersen