WITH ATTACHMENTS AVAILABLE FOR EVERY JOB
Í 5 J , ÍrjC jm v Li1VIDEOS AND LITERATURE FOR THE GREEN INDUSTRYTHE PLCAA 2000 PRODUCTS CATALOG. is now available.The revised catalog features new items such as a video enti-HUNTER INDUSTRIES'tled "Job Safety for the Professional Landscape Employee"PRODUCT UTERATUREand a book called "Fundamentals of Turfgrass Manage-GUIDE.is now available onment." Described as a one-stop information source, the cat-a CD-ROM to help landscapealog serves up a mix of educational tools on lawn and land-professionals stay up-to-datescape management, marketing and management, andon Hunter equipment andcustomer awareness. For a free copy of the catalog callwater-efficient irrigation prac-800/458-3466.tices. Included on the CD-ROM are Hunter product information training manuals, irrigation notes and a residentialYOU MIGHT SEE THE LIGHT.Jf you check out Kichler Land-sprinkler system design handbook. Information on the CD-scape Lighting's new product manual, a snazzy 71-pageROM is accessible in a cross-platform PDF format and can bework of art chock full of crystal clear product photos. Turndownloaded to a printer. Windows 95 or 98, NT-4 or anyour customers onto this kind of landscape lighting or otherApple Power Mac is required to run the CD. The CD is avail-information. If interested in obtaining the manual, call Kich-able free to industry professionals who call Hunter Technicaller at 216-573-6787.Services at 800/733-2823.WITH ATTACHMENTS AVAILABLE FOR EVERY J O BSimply the best, most versatilemachine you'll ever o w nfrom the designers & buildersof the world's first mini loadersPhone for FREE VIDEO & INFORMATIONPh. (918) 6 2 9 7 2 3 0Fax. (918) 4 6 1 0 9 9 6LOADERS1 1 219 S. Mingo, Bixby, OK 74008Website: http://www.kanga-loader.com Email: kanga@kanga-loader.com A/Hrs. (918) 459 2137Circle 114www.landscapegroup.com / M A R C H 2 0 0 0 / L A N D S C A P E M A N A G E M E N T31
N e w C o m p a s s controlsB r o w n Patch, L e a f S p o t ,Gray Leaf Spot, Red Thread,Rust, a n d m o r e .Effective for all turf areas and allornamental diseases, such as AppleCompass at 0.15 oz/1,000 sq. ft. ratScab on crabapple and floweringcovers 2.45 acres of turf.cherry trees.N e w technology,y e t competitively priced.species, Compass fungicide deliversC o m p a s s gives you preventiveand curative options.the value of a contact, the power of aCompass delivers the highest efficacysystemic. In fact, it's the best Brownagainst Brown Patch and a broadPatch value ever developed. Compassspectrum of diseases at the lowestalso goes on to control importantuse rates ever. OnepoundWith unique mesostemic poweofCompass delivers locked in, broacspectrum control at a price yocan afford.
Just in time, a reduced-riskfungicide that isenvironmentally sound.the plant surface due to its high affinityCompass has been classsified asreservoir of fungicide on the plantwith the surface. Forming a protectivereduced-risk. So you cansurface, it resists washinguse it with confidence.off, thus ensuring long-Mesostemic powerensures locked-in,rainfast diseasecontrol up to 28 days.Compass securely locks intolasting disease control.Important: Always read and followlabel instructions before purchasingor using these products. 1999Novartis Crop Protection, Inc., Turf &Ornamental Products, Greensboro,NC 27419. Compass and theNovartis logo are trademarks ofNovartis.www.cp.us.novartis.comNOVARTIS
industry almanacSimplicity createse-commerce networkPORT WASHINGTON, Wl —By linking the TradeRouteSimplicity Manufacturing tooksystem to its existing electronicone more step into the e-com-parts catalog, PartSmart, Sim-merce world by allowing deal-plicity has formed a completeers instant access to parts avail-business-to-business e-com-ability and order status throughmerce network for its dealers.the TradeRoute system.In addition to checking parts"We've been using ARI'sPartSmart electronic parts cat-availability and order status,alog software for nearly fourdealers can place orders, submityears with great success," saysproduct registrations, submitJim Wier, president of Sim-warranty claims and ask aboutplicity. "Combining Trade-warranty status. T h e TradeR-Route software with ouroute system has an immediatePartSmart catalog gives ourresponse capability enablingdealers a state-of-the-art e-dealers to make an inquiry andc o m m e r c e system that willget a response all in the samem e e t their needs today and inelectronic transmission.t h e future."LCOs focus on clients, theInternet at PLCAA meetingTAMPA, FL — Before you go out chasing new customers, takea hard look at your current ones. If they're good and you canservice them profitably, make sure you protect them.In other words, it's often simpler and more cost effective toretain customers than to find new ones. That's why Dale Amstutz, Northern Lawns, Omaha, NB, says he directs about 60%of his company's marketing budget at his current customers.These and other nuggets ofknowledge were shared at thePLCAA's Winter ManagementConference this past February.Hot topics at this most recent conference included: theInternet's impact on the GreenIndustry, the purpose and im-Keynote speaker "Mr. Per,"left, with LCO Vincent Tumminoportance of strategic planning and, of course, acquiring andretaining profitable customers.Louis Kobus, Jr., Village Turf, Mt. Vernon, VA, says his bestcustomers are the ones that have been with his firm the longest.CorrectionIn the January issue of LM, we reported that Rex Dixon waspromoted to director of sales and marketing for The ToroCompany's Irritrol Systems. Actually, Dixon is now directorof sales and marketing for Weathermatic. Our apologies.He looks at what he calls the "CLV" factor, the CustomerLifetime Value. It's a simple formula. Take the annual revenuethe customer provides and multiply it by the number of yearsthat customer has been with your firm.throughout the U.S. Arboretum catalog users cancopy, cut and paste data-Morton ArboretumPlant CollectionsCataloghttp://www.mortonarb.or9base information using thesionals can now learn moreWeb browser.about one of the nation's"The catalog is unusualpremiere, private botanicalinstitutions at the click of ain its breadth of informa-mouse button.tion," says Ed Hedborn, Arboretum plant recordsCatalog entries includeThe Morton Arboretumeach plant's scientific andmanager. "While somehas done a tree-mendoustrade name, location onbotanic gardens have thejob of providing WebArboretum grounds, geo-names and grounds locaNeworUpdatedjunkies with informationgraphical range and hardi-about the 41,000 plants onness. Information detailingArboretum grounds by cre-when, from where, and byU.S. Department of Agri-ating an electronic versionwhom a specimen wasculture hardiness map thatof its Plant Collections Cat-added to the collections isgives a complete picture ofalog. Horticultural profes-also listed.climatological zonesThe catalog links to thetions of their plants on list,none, to the best of ourknowledge, make readilyavailable the depth of information that the Arboretum provides."
People 6c c o m p a n i e sNissan DieselB o y n t o n P u m p a n d Sup-Americaply, an irrigation equipment manufacturer, wasnamed the 1999 Distributor of the Year by HunterIndustries. Featured beloware owners (from left) Tim,Hal and Jon Kilpatrick.namedMasaru Koboriexecutive vice* president ofadministration.Dow Chemical namedElin Miller to lead theGlobal Urban Pest BusinessUnit for Dow AgroSciences(DAS). In her new position,Miller will also serve as theleader of the Pacific TradeArea for DAS and will be amember of the Dow AgroSciences Corporate Management Committee.Mackey to director of fleetsales.CNH, formed recently bythe merger of Case Corporation and New Holland,named Steven Lamb president and chief operatingofficer and Ted French president of financial servicesand chief financial officer.Rain Bird gave GabrielM i t s u b i s h i Fuso Truck o fAmerica promoted Johnand Dolores Moriel andPaul and Darlene Hunn ofImperial Sprinkler and Imperial Irrigation its NationalDistributor of the Yearaward. The award is givento one out of 753 distributors. Ed Hawkins of Imperial Irrigation Supply received Rain Bird's NationalSalesman of the Yearaward.DTN W e a t h e r S a f e t yCenter added a free onlineconnection for remote oremergency access toweather information. Thisservice adds to the company's stand-alone satellitesystem.The complete line ofAquaScape fresh wateraerators is now availabledirect from Aeromixrepresentatives.VW&R Will Be There with The Supplies and Expertise You N e e d No Matter How Difficult Your Growing Conditions! Growing a team ofexpert professionalswho understand yourgreen industry andpest control needs. VW&R is a full-servicedistributor for thegreen industry. Supplying the productsthat you need forweeds, diseasesand insects. Over 65 U.S. locations.Zi if -MLfijlj Van Waters & Rogers Inc.A ROYAL VOPAK COMPANY''1-800-8884VWRCall Your LocalVW&R Office dt.We understand that failure is not an option for our customersCircle 116
COVER STORY: LABOR ISSUES PART 2where they're bitin'How one managerfound all the'good' peoplehe needed tosucceed in the lawnservice businessBY BILLHOOPESi my managementtraining experience, thesingle most surprisingdiscovery I've made andconfirmed many times is that managerssimply will not recruit. Not can't recruit —won't recruit.My earlier article (LM September 1999)emphasized seven keys to managementsuccess. Number 6 involved the need for ahuman resources strategy — a plan for finding, hiring and keeping people. This articleexpands upon that and offers a plan thatevery manager can use to find, then hire,the people you want.He's really youYou need to know that Max Terrier is real.He is a successful lawn service managerwhose real identity I'm protecting becausethat's the way he wanted it.Max became a "superstar" while managing a lawn service branch in south Texas.He boasted no business degree, only someprior experience working in the fast food
business. And Max wasn't particularlylucky. He learned the most effectiveprocess for hiring and managing people bytrial and error.He did possess some important traitsthat I refer to as the 'Terrier Factor." Maxhad the ability to do two things that helpedhim succeed:* He learned to focus on a well definedobjective.* He played the business game withdogged determination and discipline.Together, that simply means he focusedhis energy on the most important targetsand believed in himself to the point that hewas able to ride out temporary setbacksand keep working.Just an average managerAt first, Max was like many managers —consumed by lots of little fires and workingendless hours to keep up. To Max, the 'recruiting plan' amounted to a message tothe office manager, telling her to "run thead again, Sheila." And it never seemed towork. But Max, like lots of us, ran the adanyway. After all, you have to get the wordout; you have to 'fill those chairs.'Without going into the oft-repeated details of our shrinking labor pool, let's review the lessons Max learned.After hours of planning and thinkingabout how he would pull off a successfulseason, Max went about his hiring as always — tapping the labor pool he couldeasily reach in the classifieds. He was likethe rest, returning to the local classifiedsagain and again when time was short andcreative thinking absent. On the springthat changed him forever, he came upshort, hiring five of the seven people heneeded. Still, he plunged into spring, surehe'd find a couple of guys somewhere.On one particularly bad weather weekin March, two technicians walked justwhen he needed them most. And, as youalready know, he was unable to replacethem. In four weeks, Max lost over 30,000 in much needed revenue. But itwasn't just the revenue shortfall that stung;Max was behind during the most competitive time of the year. And with every passing day, more customers threatened cancellation if they didn't receive service.He thought about the old lawn careadage: "When you blow it early, RoundOne never ends." Max did what he alwaysdid and reached for the Maalox.Why did this happen again? Two management mistakes caused the problem:1. Max made poor hiring selections.With less-than-adequate candidates tochoose from, he settled for losers; and2. Max didn't know how to replacethose that left. Both problems are recruiting failures. Max knew he had to solvethese problems, but he needed a plan. sMaxsrecruiting planof action1. D e f i n e t h e f i s h y o u w a n t t ocatch: Find p e o p l e w h o b e l i e v ew h a t y o u b e l i e v e . Max realized hehad the best chance of succeeding if hecould staff his company w i t h peoplew h o were interested in his job vs. anyjob and felt comfortable w i t h hisphilosophies, values and procedures.He had t o consider them in terms of: Experience—what did he wantnew hires t o know? Skills — what.did he expectnew hires t o be able t o do quickly? Personalvalues/ethics/stan-dards — are they consistent w i t h his? Development potential — howmuch g r o w t h did he expect?2. Fish w h e r e t h e y ' r e b i t i n ' : Iden-The l i g h t bulb goes onSitting in his office one evening when he'drather have been at home, Max picked upa copy of Field S¿ Stream magazine. Flipping through the pages, he noticed an article titled, "Get Smart: Fish Where They'reBitin'." The article described a strategy fishermen use to quickly and consistently locate large schools of fish. It explained howsuccessful fishermen bring in a great catchevery time.He thought about it all night. The nextmorning, when his office manager dutifullyreported, "the ads are in," Max thoughtagain about the article and knew his message (the bait) wasn't where it should be. Itwasn't where they are biting.In the next few days, while the phoneremained silent, Max accepted that hecontinued on page 38t i f y high potential recruitingsources f o r t h e k i n d o f p e o p l e y o uw a n t t o locate. Involve yourself in local communitycollege/technical school projects or activities as a sponsor. Your marketplaceneeds t o know you are alive. Visit local high school vo-ag or votech classes and JVS programs. Get t oknow teachers and counselors. Communicate your need. Sponsor community environmentalimprovement projects for publicity.Word of your company will travel fast. Write t o a list of certified applicatorsin your area (lists available f r o m yourstate's department of agriculture). Check state and local extension sercontinued on page 38
To Max, the 'recruiting plan' was amessage to the office manager, tellingher to 'run the ad again, Sheila.'continued from page 37continued from page 37vice training and re-'winners." Referrals are a greatw o u l d need t o leam h o w t o go fishingtraining programs.resource and they stay w i t h youagain. H e k n e w h e h a d bait, b u t perhapsMany are looking forlonger.placement destina- Canvass customers w i t h in-attract. A n d just m a y b e Max was fishing intions.voice stuffers.t h e wrong part of t h e lake.In other words, do5. Learn t o set t h e h o o k : In-what Max finally did and get be-terview effectively andyond the classifieds!m a k e b e t t e r selections.3. Use t h e r i g h t b a i t : Pre- Conf irm you have a posi-pare t o communicate yourtive "drive-up" first impres-n o t t h e right kind for t h e fish h e needed t oA n e w day, a n e w fishin' holeT h e s e are t h e steps M a x Terrier took t o rew o r k his recruiting/hiring strategy:1. Reset m a n a g e m e n t priorities. Maxsion. Don't let them drive away — itunderstood t h a t he, and only he, could b e Develop catchy, easy-to-read recruit-happens.t h e fisherman. T h e process could not b eing literature. There are plenty around Confirm your staff is acting and look-delegated t o his assistant and it would nott o use for ideas.ing professional. Candidates believeh a p p e n w i t h o u t him. M a x had t o m a k e Print up concise job description/ ca-what they see is what you are.t i m e t o 'go fishin'.' This m e a n t h e had t oreer opportunity sheets for use in quick Let your staff know when interviewsreorder his t i m e use priorities.two-minute interviews (when youare scheduled.message e f f e c t i v e l y :2. O n e h o u r per day. H e set aside ameet a potential candidate). Provide a friendly welcome.m i n i m u m of o n e h o u r each day for recruit- Use business cards w i t h a benefits- Be ready for a private, uninterrupteding. N o m a t t e r what, Max worked on re-oriented recruiting message.interview. Clear your desk.cruiting for an hour, in addition t o paying Rewrite your hiring ads t o empha- Rehearse the interview; don't 'wingregular recruiting visits t o career days andsize a good work environment, con-it.'local events w h e r e prospects might b etrolled hours, vacations, benefits, Opening — explain the job, require-f o u n d . H e decided t h e best h o u r for h i mrecognition, team activity and fun —ments, rewards. Confirm understand-not just tasks. Your message must 'sell'ing (5 minutes).your company.4. Go f i s h i n ' i n n e w w a t e r s : Get t h ew o r d out: Try weekly tabloid papers vs. thedaily publication. Move your newspaper ad out of theclassifieds (try the sports section). Give your ad a new, interestingheading ("Tired of empty promises?"or "Want t o know what you've beenmissing?"). Advertise in community colleges, career centers and technical school papers. Try drive-time country radio (saturation 10-second spots for t w o weeks). Offer a finder bonus t o current staff Probe w i t h careful, open-endedquestions (10 minutes). If you like what you see and hear,make a hire/no hire decision w i t h o u twas immediately after t h e crews w e n t o u tin t h e field in t h e morning. T h a t b e c a m et h e t i m e h e took n o calls or interruptions,and h e devoted himself t o building hiscompany team.Max worked through a process of eval-wasting more management time.uating t h e recruiting possibilities in his If positive, answer candidate ques-t o w n . H e m a d e contacts, learned h o w t otions (10 minutes).get visibility, w h e r e t o b e and w h e n t o b e End the interview w i t h a challenge:there. All this took Max one h o u r a day,"If I put you on my team, will you givew h i c h is not unreasonable w h e n you con-me your personal commitment t o sticksider t h a t t h e goal is t o find and attract t h ew i t h us for at least six months? It willm o s t i m p o r t a n t m a n a g e m e n t resource oftake me that long t o really teach youall — employees t o strengthen your firm.the position."3. C o m m i t m e n t to his plan. Max m a d e If you get a 'yes,' ask the candidatehuge progress when, after a lot of thought,t o go home, think about it and call youh e decided t o accept t h e level of personalat 8:00 a.m. sharp! Some do, somediscipline required t o m a k e t h e processdon't. Those that don't, you don'twork. For him, a psychological tool h e ' dwant.continued on page 41
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