The landscape industry is hard work. It is hot, exhausting and, for some, making your way in it can mean stepping far outside your comfort zone. But that’s where growth happens. If I’ve learned anything in my career, it’s that discomfort is not only inevitable — it’s necessary.
A few years ago, I received a small magnet as a birthday gift from a friend and colleague. It read, “Life begins at the end of your comfort zone — Neale Donald Walsch.”
At the time, I didn’t fully grasp its significance. It took a while — and a lot of personal reflection — for those words to really sink in. I had made a career transition, venturing into a new industry that demanded skills I didn’t yet have. I knew nothing about sales or the products I was expected to sell. I was an engineer by training, not a salesperson. I realized that to make an impact, I needed to push myself beyond the day-to-day tasks and think long-term, and I had to get more comfortable with the discomfort.
In doing so, I immersed myself in learning about the business, the products and how to connect with customers. As I grew, so did the business. That initial discomfort transformed into confidence, and I started to see evidence of the impact I was making.
Now, managing a growing team, I see the impact leaders can have when they bring their unique skills and perspectives to the table. For example, excelling in conflict resolution, providing empathy, adaptability and teamwork. The ability to create beautiful, engaging displays, generating interest, sparking creativity and driving sales. Not selling products for building a patio or tools for cutting grass, but selling possibilities and supplying ideas. Customers appreciate and respond to that.
As new generations enter the workforce and our world and perspectives are evolving, we need a revitalized approach to management. Cultivating a warm, welcoming and genuinely customer-focused culture within teams. This not only creates a better work environment but also helps retain talent — a critical factor in an industry where turnover can be high. Employees who feel supported and valued are more likely to stay and contribute to the team in meaningful ways.
The Women in Landscape Network is all about connection and facing challenges. There may not be many of us, but by creating affinity groups and having conversations like this, we can attract and retain more women in our industry.
Those of us already here must reach out to others who might feel isolated or overlooked and include them. Having someone who understands what you’re going through can make all the difference when you’re trying to navigate where you’re in the minority.
Looking back, I have wondered why that magnet was chosen for me. Maybe it was just a nice gesture, or maybe he saw something I hadn’t yet seen in myself. Either way, those words have stayed with me. They’ve pushed me to grow, to take risks and to believe in my ability to make a difference.
As we strive to develop ourselves and our teams, be encouraged to approach each opportunity head on and don’t limit yourself by staying in your comfort zone. We have so much to offer this industry. Our skills, perspectives and approaches are valuable and essential to the future of landscaping. So, let’s continue to push boundaries, step far out of our comfort zones and show the world how we can make an impact.
Explore the November 2024 Issue
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