There are not too many things more important than inspiring your team. I have seen large companies with a lot of talent lose ground to their competitors because their team was uninspired and stuck in a rut. Motivating a team into action can be accomplished with some simple ideas. Try them out, and you'll be amazed at the response you will get!
A number of years ago, I sensed a real wall developing between the sales and production teams in the landscape company I worked for at the time. It developed one brick at a time until, before I knew it, there was some real animosity between the teams. I decided to try something different and invite all the foremen and landscape architects to an Arena Football League game with dinner on me.
The dinner started out quietly, but by the end of the night, the foremen were sitting with the landscape architects sharing jokes and great stories. The highlight of the evening was that our group was selected at random to participate in a tug of war down on the field at half time. We lost, but the other team ended up on their backside when we all let go of the rope together. That story was told over and over for months to come.
The benefit that came out of an investment of a few dollars was a unified team. Any problems that came up during the remainder of the year were easily worked out. Efficiency increased due to the fact that any roadblocks were worked through quickly and effectively. I encourage all of you to build your teams in some unique way. Many of the ideas on the lists won't cost you a thing.
MEETINGS
Have non-managers lead meetings.
Meet weekly – to work out the kinks.
Hold weekly meetings with supervisors; have them monthly with everyone to let them know where the company is and where it’s going. Bring in outsider to speak (vendors, etc.).
Have a different employee host the weekly meeting
Company fiscal meeting – department heads; open-book management involved in the budget process; day-long event sales presentations, bonus distribution department break out meetings.
WORK ATMOSPHERE
Have fun as much as possible. Walk the talk.
Make it a game
Bring a good mood to the office. It spreads.
Be a cheerleader.
Greet new employees warmly.
Sell your company to the employees.
Provide a great working environment.
Provide the company image/logo. People want to work for the best.
Sing “Happy Birthday.”
Treat employees like they are customers—internal customers.
Make the work worthwhile.
Give employees good equipment.
Create energy while having fun.
Use recognition (positive feedback) – celebrate successes.
Include your mission statement (printed on cards) in new employee uniform packets, Christmas cards and in paychecks.
Exhibit honesty and integrity with employees and clients.
Wear branding uniforms.
HIRING AND RECRUITING
Try to hire change-ready people.
Have an employee orientation plan – Spend time with several managers at first. Use us and we vs. you and I.
Clearly define each position and recruit the right person for job description using personality profile testing.
Use a four-quadrant or personality test to put employees in correct positions.
Have two-layered interviews.
Spend the time to hire the top 10 percent.
Recruit from within/subcontractors.
Get employees to recruit.
Listen to NPR – Ed Miller – how to hire.
Hire attitude first.
Promote from within.
Recognize internal talent – consider all who are interested in positions.
Recruit by being published, winning awards.
Identify talent.
Create an orientation tape – talk about company expectations and safety
Recruit with radio ads.
Hire early/recruit from within.
EDUCATION/TRAINING
Train and educate the eager within.
Provide lifestyle and growth for each employee.
Provide a clear career path.
Ask each person how much he or she wants and then offer a plan to help the individual get there.
Offer opportunities for additional education.
Educate on language.
Do “The Training Challenge.”
Spend 2 percent of the top line on education and 5 percent on training.
Bring in outside consultants.
Host management retreats.
Administer the Meyers/Briggs Personality Test.
Define roles with clear expectations.
Set aside part of your yearly budget for education programs and seminars.
Demand high standards.
Teach leadership by example.
Train and measure accountability.
Have standards-of-excellence training, taught by supervisors.
Encourage certification training.
Invest in an apprenticeship program.
Plan a winter retreat.
Facilitate leadership training and development. Focus on the team.
Share the vision.
Clarify job descriptions.
EMPLOYEE FEEDBACK
Recognition – Make people know they count.
Write thank-you notes.
Recognize a “Crew of the Month” and an “Employee of the Month.”
Help each employee set goals and chart their achievements.
Have a competition for internal recognition with internal measurement.
Offer some type of stability and incentive program.
Create a flow chart of responsibilities.
FINANCIALS
Share numbers that people can affect.
Post a scoreboard – let employees participate in profitability.
Have open-book management.
MONEY
Implement an all-win or all-lose bonus system.
Offer decent, competitive pay.
Create bonus programs – quarterly or annually based on hitting the target goals, measuring safety and customer service.
Have a crew bonus program based on safety and performance, monitoring accidents, vehicular and workers’ comp.
TEAMWORK/OUTSIDE ACTIVITIES
Have company cookouts.
Improve communication within the company.
Have a yearly “Chinese Buffet” and “Bowling Day.”
Participate in soccer/basketball games.
Encourage radio chatter – calling and checking on each other.
Do some community service, such as landscaping an island. Adopt the space. Don’t charge, but put your company’s sign on the property. Maintain the property as a company. Send out a press release about it. The project is tax deductible.
Let employees name the company trucks. Have naming competitions between crews.
Build a house with LEGOs, allowing each person to touch one block color. See who is leader.
Throw an end-of-year party with awards.
Do regular service projects – make PB&J sandwiches for a local shelter.
Get them to know everyone else – first and last names. Have a name game with a prize for the winner.
Talk about what teamwork means.
Walk in one another’s shoes – swap jobs.
Do some cross-training.
Initiate collaborative goals.
Have team goals and awards.
Take employees outside of work to bond – at baseball games, social settings, etc.
Stay connected with the crews.
Appoint team captain to give tailgate talks.
Foster a team/family atmosphere.
Allow time off.
MISCELLANEOUS
Give employee loans when necessary.
Use focus groups.
The ideas in the list above were gathered at a Breakfast of Champions at the 2002 ALCA Executive Forum. For information about the 2003 ALCA Executive Forum, click here.
The author, Jud Griggs, is director of Green Industry Solutions at JP HORIZONS, Inc. JP HORIZONS’ experience in providing PEOPLE SOLUTIONS through innovative programs has helped landscape firms retain key employees and customers while significantly increasing profitability. Griggs can be reached at Jud@jphorizons.com.
