Episode Details
Back to EpisodesThe Landscape Pros Playbook: Your Year-Round Guide to Training, Pay, and Growth
Description
Marty Grunder announces the new Landscape Pros Playbook, an 8-year dream project created with Landscape Management magazine. Learn why training should target specific pain points, how to answer "Would you want to work for you?", and why competitive pay with career paths transforms seasonal workers into department leaders.
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Episode Chapters:
00:41 - The Landscape Pros Playbook: A Dream Realized
01:23 - The Importance of Landscape Management Magazine
01:57 - Unveiling the Landscape Pros Playbook
04:16 - Training: An Investment, Not an Expense
06:35 - Would You Want to Work for You?
07:34 - The Importance of Competitive Compensation
11:34 - Career Paths & Growing Opportunities
14:29 - Please Subscribe to The Grow Show!
Resources:
Virtual Sales Bootcamp
Grunder Landscaping Field Trips
The Grow Group
Show Notes:
Training Should Be Based on Last Year's Problems – I tell companies to look at where you had issues: client complaints, callbacks on plants or pavers, team member injuries, workers' comp claims. Track when these problems happened, then build your training calendar around preventing them proactively—you're better off in fire prevention than firefighting.
Time Your Training to Your Calendar – I don't think it makes sense to train on snow removal in May. Train on snow removal in October, November, and again in December through February. Match your training topics to when your crews will actually be doing that work.
The Playbook Came from My Own Need as a 19-Year-Old – I was a sophomore at the University of Dayton running my business, and I'd rip open this newsletter and start reading it walking up the driveway. It told me when to buy fertilizer, when to apply it, how to sell pruning and maintenance packages. That newsletter gave me direction—and the Landscape Pros Playbook is that resource for today's professionals.
Turnover Costs More Than Just Wages – I see companies focus only on what they're paying to replace someone. But look at what turnover really costs