May 3, 2024 • 27 mins
Ever find yourself tangled in the underbrush of daily operations, yearning for a clear path to efficiency and teamwork? That's exactly where Brandon, Dan, and I were before we unearthed the power of structured processes in the landscaping business. Join us as we embark on a journey from the chaos of unmanaged equipment and the dreaded scramble for trucks, to a well-oiled machine where color-coordinated parking spots and biweekly routines aren't just about order—they're about setting the groundwork for accountability and pride in workmanship. We'll share how the simple act of assigning tasks and recognizing the small wins can lead to a monumental shift in workplace culture, transforming a group of individuals into a cohesive unit that celebrates every blade sharpened and every burger flipped together.
As we navigate through the chapters of our discussion, we peel back the layers of how a strict adherence to processes not only boosts efficiency but also carves out space for personal and professional growth. It's not just about getting the job done; it's about fostering an environment where each team member is held to high standards and rewarded for excellence. Brandon and Dan bring their firsthand experiences to the table, illustrating the undeniable connection between clear communication, accountability, and a thriving work culture. Tune in for a hearty blend of practical advice and inspiring tales that will have you reflecting on the potential for transformation in your own team—whether you're wielding a hedge trimmer or a spreadsheet.
Do you want to grow your business and your profits? Is your business too dependent on you the owner? Improve or implement processes that help you grow. Eliminate stress while improving cash flow. Interested? If so check out LOS. Landscape Operating System with Peer group is for you.
Learn more here https://www.scalingscoresystem.com/los
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:03):
Morning.
Everyone here live on LandscapeTalk Morning Show.
Have a great episode.
We're going to be talking alittle bit about processes, and
the process that we'respecifically talking about is
sharpening blades, cleaningtrucks, keeping things organized
, really driving accountabilityin your organization and how we
do it with one specific area,and hopefully it can help you do
(00:27):
that.
So if you're interested indriving a little bit more
accountability with your team,we're going to talk a little bit
about some of the things thatwe've learned when we've tried
to do it, when it didn't work,and then, ultimately, what we
found to work with our crews fortaking care of equipment and
really just keeping things clean, organized, sharp all of those
(00:47):
things.
So if you're interested inprocesses like this, check out
LOS.
Los is a landscape operatingsystem that's combined with a
peer group where you get toshare ideas and learn a lot of
this stuff from otherlandscapers, as well as best
business practices.
So if you're interested in that, check it, scan the QR code and
(01:08):
be good to go.
So let's just, we'll dive intoday.
Maybe you know we're here todaywith Brandon and Dan, maybe
just give an idea of.
I guess the question is a lot ofpeople, a lot of business
owners and firms struggle withprocesses.
(01:28):
So, as we talk about some ofthe things that we're doing,
there's different areas.
So one of those is, you know,cleaning, prepping, making sure
trucks are ready.
You know all those things.
So you know, maybe, brandon,you could share a little bit
about what life was like beforeprocesses, because a lot of
(01:49):
times people that are listeningthey might, a lot of them are
going to be pre-processed,they're trying to get to that
point.
So by sharing what it was likeand you know where we sucked and
you know things weren't good,and that type of stuff, it helps
them say, hey, that's me,that's me.
(02:10):
I'm feeling that right now.
And then I think it would begood to share a couple of things
that we might have tried.
I mean, you've been here overthe years, maybe things that we
tried and didn't work.
And then maybe we can switch toDan, where you share a little
bit about what we're doing todayand how it's working in that.
So I think that would be a goodflow, a good short episode,
just to kind of map out this ina really specific way for
anybody that's looking to dothat.
(02:31):
So I'll turn it over to you,brandon, you know any thoughts
that you have and maybe just youknow share some things on your
perspective.
Speaker 2 (02:39):
Yeah, sure, so definitely I mean some processes
.
You know things that we suckedat I can think of, you know,
when it comes to, like, fieldstaff and things like that.
Um, you know, at the beginningone of the things was just like
organization at the end of theday was like not good.
So like we had some things inplace.
(03:00):
We had a dumpster as soon asyou pulled in, kind of a fuel
tank, growing the fuel up, emptyout their trash and stuff.
But we didn't have designatedparking spots.
Sounds crazy, but everybodyjust kind of pulled in into an
empty lot and with the amount oftrucks and stuff we had, they
had to be front and back, so youknow one truck in front of
(03:25):
another setup.
So then in the mornings if forany reason you know that truck
in the front needed to getsomething or didn't have
something ready, they wereholding up the crew behind them
and then that crew is standingthere.
They might have everything theyneed for that day.
They don't need to make anyadjustments and they're waiting
for the other crew to get out.
So that was one process that westreamlined got set up, got
(03:51):
guys set up in parking spotsthat they're in the same spot.
We color coordinate everything.
That's another big process.
Speaker 1 (03:58):
I think one of the things that I would just yeah, I
think one of the things thatwe're just maybe trying to focus
on today is just the Thursdaypayroll and like that, just that
specific process of you knowwhat was it like before when we
were doing like that?
Like every two weeks or on apay week, biweekly, we bring the
guys in to do what and why isit important, and what were we
(04:23):
like before we did that?
So just kind of painting thepicture.
You know, every two weeks, youknow, when it's a payroll week,
they wash trucks, they do.
You know all the things there.
So I want to, I really want todive down just that specific
process and and like, what wasit like before we started?
You know doing that.
You know so for justclarification purposes.
(04:44):
We, we wash trucks, we inspectthem, we sharpen blades.
You know doing that.
Um, you know so for justclarification purposes.
We, we wash trucks, we inspectthem, we sharpen blades.
You know we do all that type ofstuff.
But what were some of the things?
I mean, I, I can think of onething we sharpen blades like two
times a year.
You know it'd be like july.
We'd be like, hey, did wesharpen the blades yet and
they're like you know, no, andyou're like what do you mean?
We didn't sharpen blades.
So just kind of like some ofthe challenges that we saw,
(05:06):
maybe before we implemented that, and you know maybe some of the
benefits that you see fromdoing that.
And then, dan, maybe you know alittle bit more about the, you
know the process there and whatwe see, and you know we've
implemented some checks to makesure that there's accountability
.
You know all that good stuff,because I think people are
actually looking to say I'm notsharpening my blades.
(05:29):
Things seem like they're a mess.
You know my trucks aren't cleanand everybody really wants this
.
I think you know you want tohave clean trucks, you want to
have a good image, but we didtoo for a long time and we
didn't until we did.
Speaker 2 (05:45):
So how do you get there?
Yeah, so I think it was, youknow, basically just setting
like, listen, this is when it'sgetting done and we will be
checking up and following up onit, because prior to that we'd
be like, hey, guys, sharpen yourblades, and then they would
kind of just go through themotion and not really do it.
They get back later.
Whatever it is, and ourexpectation is it needs to get
(06:06):
done on a pay week, no matterwhat.
So, like we're saying, like,carve out the time to make sure,
like manage your own time andmake sure you have time to do it
, because it's going to beexpected.
We're going to inspect it,we're going to make sure that
it's done, whereas before guyswould just not do it as often as
they should and they would tryto, like, you know, alter things
.
So they would, you know, adjusttheir deck, their deck height
(06:30):
or something like that.
You know, we have all thatstuff preset.
We don't want them adjusted.
Just if they do the process,they clean their decks out, you
get a better cut.
If you sharpen your blade, youget a better cut.
Instead of just taking, youknow, 15, 15, 20 minutes to do
that.
Um, they would, they would tryto like do other things to get
around it.
(06:50):
So you know what we?
What we started doing was, um,you know we would do that on a
thursday.
If we're in on a friday, wewould check it.
If it wasn't friday, then we'dbe in on monday and we'd go
around, check it, take photos,um, and then, you know,
sometimes award a winner or, youknow, base things off of that,
highlight the people that do agreat job.
(07:11):
Um, you know, don't necessarilypoint out to people that didn't
, but, uh, human nature is youwant to be praised.
So, um, you see someone elsegetting praised for it.
Um, you know it's funny, yousee someone else getting praised
for it.
You know it's funny.
We just did this last pay week.
We hit an award for the best.
(07:32):
I went around the next day,checked all the trucks and
trailers, took photos and thensaid, hey, this is who.
I thought their setup lookedthe best and we gave out an
award for it.
And it's funny because thisweek I see guys spit shining.
I mean, they're, they're,they're doing everything they
can to clean their trucks andmake them look good.
So you know that was top ofmind.
(07:53):
Trucks are looking a lotsharper, looking a lot better or
, you know, improves your imageand you know people end up
carving out the time for itbecause they know it's important
, because we put an emphasis onit.
Speaker 1 (08:04):
So and there was some , there's some.
Speaker 2 (08:07):
I feel like this week's going to be a tough one
because I mean they were theywere waxing them babies, yeah,
and they, they look good andthey even even you know I
mentioned just thinking of this,even though we have a process
in place doing that award butthen also pointing out to people
like, hey, it's not just pullout the pressure washer and
(08:28):
spray it, it's like get it outand scrub it clean.
The windows really go the fullway and you know, the first
truck I seen back while I wasstill there did the full nine
yards.
They scrubbed it down, they,you know, water to it is great,
that, that's okay, but like, ifyou, you know, know there's
nothing like a good old handscrubbing on a on a vehicle to
get it clean.
Speaker 1 (08:48):
So we're not looking for just a little rinse here,
we're looking for the good oldspit shine.
You know, yeah, get, get it,get it good.
I mean I saw windows gettingwashed inside and outside.
Um, yeah, I mean, I think wehave a a good competition and
and the award too, um, isactually 50 bucks still.
Um, you know, for the crew, uh,you know, to a local, you know
(09:12):
convenience store, gas station,whatever.
So, you know, get your chew,get your cigs, like you know,
whatever you need, you know, getyour gatorade, your red bulls,
your monsters.
You know, if you're alandscaper, it's life essential
that is super valuable to have.
Maybe get two Red Bulls for 50bucks, or what is it?
(09:34):
Monsters and a gallon of gas.
What have you seen that's beengood in this process?
Then?
What would you know?
What have you seen that's beengood in this process?
You know what would be good forsomebody to know that's
considering this or is feelinglike the disorganization are you
(09:58):
asking me?
Speaker 3 (10:00):
yeah, yep yeah, and you know whatever it's fine,
yeah, I mean my, my initialthought was just like how, how
much easier it is to to get someof these things done when, yeah
, there's like a set time to doit.
(10:21):
I mean there's other processesthat are like this, but like,
like you said before, if youjust set the expectation of,
yeah, get this done at somepoint in the week, you know that
doesn't work as well, becauseyou know you might get back
knowing you got to sharpen yourblades but like, oh, these crews
are heading out already becausethey did theirs.
I'm stuck here having to domine today because I didn't do
it before.
And then there's thattemptation to like put it off,
(10:50):
whereas you know, if you havethe team getting back at the end
of the day, they're all kind ofworking together doing the same
things.
It makes it more enjoyable forone.
We're all there, like you know,work on these things together,
um, and just like it makes it alot easier to just do it in that
window of time and not like putit off to the next day or the
next day or whatever, um, andlike that.
I think that's just kind oftrue in general.
There's other processes thatare like that, where you know,
we've had guys do a certainthing that they're responsible
(11:12):
for, but once we, once we set adesignated time to do it, then
all of a sudden, like it becamea lot easier and guys were
seeing each other do it, so itmade it easier for them to do it
, kind of thing.
So I think that applies kind ofbroadly to processes in general
.
Speaker 1 (11:30):
I really like the point that you made there about,
like the camaraderie.
You know, a lot of times whenyou're on, you know we, you know
another episode we could talkabout some of the culture things
that we do, like you know,burger Day or team days or
things like that.
You know we got a guy wants tocook up you know brisket and
bring in a bunch of meat.
You know, like you know.
(11:52):
So the idea is, like you know,those things are fun and we do
them, but, like anytime, you canbuild things into your like
culture, do them, but, likeanytime, you can build things
into your like culture.
And I don't know that we triedit like this.
But I like your point, dan, ofyou know there's a camaraderie
at the end of the day.
You know, around around theshop, like I was around
yesterday and you know they'rehonking the horn, you know it's
(12:15):
like.
You know they're just shoutingat each other, like you know, I
mean in a good fun way, right,but and then, um, you know they
I mean in a good fun way, right,but, and then, um, you know
they're doing a couple of thingsaround the shop and I think
there's just like a, a teambuilding atmosphere that happens
while they're doing the process, and I just think it's.
It's really good.
I don't know that that wassomething that I, you know,
(12:39):
thought of or expected from it,but it's amazing how that
naturally forms when you havesome of these things and you're
actually holding peopleaccountable.
And I always say it seems likecounterintuitive because you're
like you're holding peopleaccountable to raise a standard
and then they end up liking it.
They're like this is like, itbuilds camaraderie.
So you know, for people thatare afraid to like, hold people
(13:01):
accountable, like people like,like it and it actually creates
positive energy.
Speaker 2 (13:10):
It created, it's created a lot for us.
Yeah, I would.
I would say that's definitelysomething like.
I seen a quote the other day bySaban.
It was like a little clip andit was like you know, why are
you?
so hard on your players orsomething like that, and he said
that it's a culture thing andeveryone has the expectation,
everyone's bought in to a highlevel standard and everyone
(13:32):
wants to be held at thatstandard.
That's what great teams do.
So I think I think that's likeyou know, kind of where this
leans into.
You know, sometimes you're like, well, you know the group of
people I have.
You know they're not going to,they're not going to adhere to
it or they won't do it, and Ithink those are just doubts or
excuses you're making in yourhead where you're just going to
(13:53):
say Great people want to be heldaccountable and they want
everyone else held that samestandard.
I can think of places that I'veworked before where you know
there was a standard but noteveryone was held to it, only
some.
That only creates animosity andpeople being pissed off.
So I think it's you know yougot to hold everyone to that
standard and that accountabilityand when you do that it leads
(14:17):
to greatness.
Speaker 1 (14:20):
So I think that's another good topic to talk about
sometime.
But you know I love, you know Ilove that where you commit to
like improving and you know Ithink about things that are
difficult.
You know I've seen a lot ofthings over the years but you
know there's things that aredifficult.
But you know, when you have ateam that helps you, like rise
(14:43):
above, like even things when are, you know, are outside, like
comfort zones or whatever, andyou just, you like, look back,
maybe a couple of years laterand you're like you know what I
wasn't good at this and like Ipushed myself a little bit and I
got better.
You know I can think of, Ithink a lot.
This is an example I think of.
A lot is in in elementary schoolor maybe it was middle school,
(15:06):
it was typing.
So I had a typing teacher andtyping was a thing you know.
I don't know what they do now,you know I don't know, but you
type Right and Her name was Mrs.
I think it was like tidy or itwas almost like typing, mrs
Typing or something it was likereally close to the thing.
But anyway, the idea was it waslike tidy or it was almost like
typing, this is typing orsomething.
It was like really close to thething, but anyway, the idea was
it was really hard and theprogram was like Mavis Beacon or
(15:29):
something back in the day Idon't know if anybody had that,
but anyway, you just rememberthese things.
So but it was like really hardto type.
But there's many times where Ithink, you know, I probably at
least think at least once a year, like I'm thankful for that
person that helped make surethat I typed and made me do it,
because it changed my life.
(15:49):
In the sense this sounds silly,but it changed my life that,
like, I can type very fast andit saved me a ton of time.
Um and it.
It's been helpful in everythingthat I do, whether it was
school, Um and it.
It's been helpful in everythingthat I do, whether it was
school, college work, writingpapers, books, any of that stuff
.
It was big and it, it, and shewas not the most popular at the
time because she made you do it.
(16:11):
And I go back to that and I'mlike man, that was one of the
most beneficial things of youknow my, you know education at
that point, because it'simpacted everything that I've
done in the future.
So I think it's like sometimesyou don't even understand why
people hold you accountable, butlike when you have a supportive
staff or people around you,things that are difficult in the
(16:33):
moment you look back and you'relike man, I learned that skill
at this place and it helped meget better and I think that's
just you know.
That's amazing.
So as a, as an owner, I lookand say like you know, how do we
do that for our people?
How do they not know whatthey're learning today?
But maybe five years down theroad they're like you know what?
I learned something there.
(16:54):
I learned how to deal with myemotions because I wasn't in
check with stuff and I wouldjust like cuss somebody out.
You know what, if you, that's alife skill.
So I mean I get, I get fired upabout that stuff.
And you know, I do get messagesfrom time to time from people
in the past where they realizethat they learn something and
(17:14):
then they reach out.
That's really fun you know, orif they're currently in the
organization, they learnsomething.
That's fun too, but you know,you don't always see it in the
time.
It's kind of like parents andkids, right, same thing.
So, yeah, anything else withthe, with the process, I think
one thing maybe.
Just comment on the checking,because I think there was one
(17:35):
thing that we were doing it, andI think, brandon, you mentioned
about the, you know, like thebonus or the award, and it was
getting done okay.
But when we put that in place,it seemed like it kind of took
it to a next level.
But you know, what do we do tocommunicate?
So communication is important,but what do we do to communicate
(17:57):
what we're checking so thatthey would know?
I mean Dan or Brandon, whoever-yeah.
Speaker 2 (18:04):
So we, we communicated that like we will
be checking up on, you know, thecleanliness and that you're
doing that, doing exactly whatwe told you needs done.
So you know, I think, being youknow, very blunt and letting
them know like we will bechecking to make sure that these
things needs done.
So, you know, I think, beingyou know very blunt and letting
them know like we will bechecking to make sure that these
things are done.
We want to see like this iswhat we considered the standard
(18:27):
of being clean and we sent out alist of like vacuum out the
truck, no draft trash or debris,everything organized, put in
the right way.
Clean the windows organized,put in the right way.
Clean the windows, wash thetruck tire shine.
You know, make sure it's reallyclean, looking sharp.
And inside the trailers,everything needs to be organized
.
Now, that's a that's a dailything, but you know, take a
(18:49):
little bit of extra time to makesure that's done.
Make sure your mowers arecleaned and washed they should
be getting done as well on apayday, um, and then your decks
are cleaned and your blades aresharp.
If those things are done, um,you know we're, we're taking
photos and we're we're lookingat those things and and then the
award goes out to the personthat does the best job and, um,
(19:09):
you know, it's just like itdoesn't matter if you're you're
in your thirties, forties,fiftiess, 60s.
It's just like a kid.
You know, in baseball, if youwin the drill, or you know in a
sport, you win.
That makes you feel good andeveryone else wants to work a
little bit harder to win too.
(19:31):
So like they want the chance towin.
So that's how I kind of see itand I think that's been like a
big game changer and again, youcan see results all the time
with it.
I seen it this week where guysare just putting a little bit
more extra effort and emphasisonto it, like, okay, you know, I
(19:51):
want to win too.
I want to get my name shout out, I want a gift card to, you
know, be able to grab a coupleof things from the you know the
gas station and be able to toget some stuff.
So yeah, I think that's, Ithink that's huge, huge.
A lot of times, you know, justbeing able to be highlighted in
front of the group is like a bigdeal.
(20:12):
You know, getting the shout outin front of everybody, that
matters, you know it doesn't.
It doesn't always have to bemonetary.
Monetary is helpful, but it'snot like you have to spend
hundreds of dollars, you know.
I think that I think that's abig thing.
Speaker 1 (20:28):
Yeah, there was a couple.
You know we have new trucks andwe have some older trucks and
you know a few of the ones thatwere a little bit older I saw
and they were really shined upand it's like what, what's there
, you know what's the thing?
Like you can't polish a turd orsomething.
Somebody says that.
Somebody.
I've heard somebody say I don'tknow if it's you, somebody says
(20:49):
that, but like not that, it'slike that bad of a truck, I mean
.
But it's just like you knowthey're a little bit older and
some of those they just hadshined up like really nice, like
they were.
You know all the wheels werecompletely black, it was shined
up, nice, um, so it's just, it'simpressive, you know.
I think that that's that'spretty cool.
And then the other thing islike clear expectations are
really big.
So the checklist, like I saw acouple that did not wet wheel
(21:12):
the tires.
So like you know, if everythingelse is in check and you're
grading it, like they're goingto get, you know they're they're
missing out on that, that thing, because that's that's really
the curb that helps really withthe curb appeal and going out to
customers and looking good,like we care.
So you know they, they alwayssay you only get one first
impression.
So you know, I think thatthat's really really good.
(21:36):
So, dan, anything else you wantto add to this topic before we
switch to the?
Speaker 3 (21:41):
Yeah, that's what I was just going to say
specifically about having to.
Yeah, just, I mean, having thespecific checklist I was going
to say is important.
So, like guys aren't wonderingwhat, what else can I do to try
to get ahead, try to get this ingood shape?
They know exactly the steps,especially early on.
Then, once you've done it a fewtimes, you kind of get to know
(22:04):
it Like you know all the stepslike the back of your hand.
But early on it's just likedefining what the standard is
specifically with a, withsomething that's really clear.
A list you could just go downis always good.
Speaker 1 (22:21):
Yeah, that's, that's awesome.
So anything recently thatyou've seen that you know you
can't make it up, so we actuallyhad and I'll have to share it.
We actually started to get somethings coming in.
You know you can't make it up,so you know we'll be able to
share a couple of those thingsbut again, just to set the
standard, you can't make it up.
It's the things that you seethat you're like you just can't
make it up, like how would theydo that?
(22:41):
I give the example.
Every time you see somebodystrapping down dirt.
There's a million differentexamples of you see things in
the landscape, industry or yourpeople or our people or
whoever's people are doing thesethings and you're like what in
the world are they thinking?
You can't strap down dirt.
There's a lot of crazy storiesout there and we're starting to
compile them.
Again, we're going to set uplike kind of a bracket and then
(23:03):
do some giveaways, but we'resharing them just to get a
little laugh and chuckle.
So anything that you've seenthat you're just like, oh my
goodness, you just can't make itup.
Speaker 3 (23:15):
Well, I mean, the thing that comes to mind right
away is, um, you know, we havefor all our, our properties.
You know, there's always like apoint of contact, someone on
the property, that's like theperson that like gets our
messages and everything.
We're in regular communication.
Um, and you know, one of ourguys goes out to do a
residential.
You know, uh, yesterday I think, or the day before, and to be
(23:40):
fair, it's not a residential,he'd been to before, you know,
but it's it.
He knows the client's name, heknows it's a home, and he, he
reaches out and asks, like who'sthe contact at this place?
It's like, well, you know, I'llgive you one guess, the contact
is the homeowner yeah, yeah,it's the name we talked about
(24:02):
earlier.
Speaker 2 (24:03):
Yeah that that was a head scratcher.
When that one came in, I justlooked at dan in disbelief and I
was just like this can't bereal.
It was real, but yep, you can'tmake it up.
It was crickets after weresponded, so I guess maybe it
was just kind of like oh, thatwas pretty stupid that I asked
that, but yeah, for me I can't.
(24:25):
Mine, uh was.
We have a guy running our mulchcrew.
He's doing a great job.
Um, you know, had someexperience before he's doing.
He's doing good loading truckyou know, helping to lead the
crew, trying to make sure theystay on task Um, and the other
day they wrapped up.
(24:46):
You know, I always told him theidea is to try to get the truck
empty, um and prep so that'sready to load for the next day.
So you have a full truck goingnow because we have multiple
trucks.
There's a mulch machine on theback of this and he's like he
was getting ready to leave.
We loaded up the first truck tomake sure that one was loaded,
just a regular f-250 with a dumpbed.
And then we have another biggertruck that he's driving.
(25:08):
So I check him out and then hepulls up to to get checked out
and I said how much are youloaded?
He said no, I have probablyabout a quarter of a truck.
I told him that we need to tryto make sure it's empty at the
end of the day.
I was like, okay.
I just was checking to make sureeverything was closed up.
(25:28):
I peeked in and it looked likethere was barely anything in
there.
I jumped up, looked inside thetruck and there's two wheel
barrels in the truck.
He was going to drive the truckand there's like two wheel
barrels in the truck, so he wasgoing to drive the truck out.
This truck can hold probably 13, 14 yards of mulch with two
wheelbarrows in it.
Cause he didn't simply check it.
So I was like dude, you got toload up Like you're going to
(25:49):
drive 15 minutes out to the jobsite unload two wheelbarrows and
drive back, like just unloadthem here in our bin and reload
them.
So you know, even though they'rethey're, they're good guys,
they, they know the process,sometimes they always just need
checked out.
And that's another, you know,point of emphasis and thing that
(26:09):
we do is we have a checkoutpoint before they leave to catch
things like that you know it'sdumb stuff where, like, we could
have wasted and lost a lot oftime Instead saved probably you
know 30, 40 minutes of drop,unnecessary driving.
So that for me was you can'tmake it up.
I was like I almost smackedmyself in the forehead on that
one.
You're gonna gonna leave withtwo wheelbarrows.
(26:30):
That's not gonna get a wholelot done, so you can't make it
up yeah, always good stuff.
Speaker 1 (26:35):
Thanks for tuning in.
Again, if you're interested inprocesses and scaling and some
of the things that we talk about, los is a peer group and
operating system that helps youbring that into your landscape.
Business kind of comesalongside of you and gives you
the roadmap to do it in that.
(26:59):
Another thing that is new toyou know LOS that, I think, is
that you might be worth checkingout is out the a la carte
system where you can add a lacarte services like bookkeeping
or some other things that youmay need help with if you're a
small business.
So really awesome, they'rereally popular.
So check them out and thanksfor tuning in and we'll be back.
Thanks for joining us.
Morning.
Everyone here live on LandscapeTalk Morning Show.
Have a great episode.
We're going to be talking alittle bit about processes, and
the process that we'respecifically talking about is
sharpening blades, cleaningtrucks, keeping things organized
, really driving accountabilityin your organization and how we
do it with one specific area,and hopefully it can help you do
(00:27):
that.
So if you're interested indriving a little bit more
accountability with your team,we're going to talk a little bit
about some of the things thatwe've learned when we've tried
to do it, when it didn't work,and then, ultimately, what we
found to work with our crews fortaking care of equipment and
really just keeping things clean, organized, sharp all of those
(00:47):
things.
So if you're interested inprocesses like this, check out
LOS.
Los is a landscape operatingsystem that's combined with a
peer group where you get toshare ideas and learn a lot of
this stuff from otherlandscapers, as well as best
business practices.
So if you're interested in that, check it, scan the QR code and
(01:08):
be good to go.
So let's just, we'll dive intoday.
Maybe you know we're here todaywith Brandon and Dan, maybe
just give an idea of.
I guess the question is a lot ofpeople, a lot of business
owners and firms struggle withprocesses.
(01:28):
So, as we talk about some ofthe things that we're doing,
there's different areas.
So one of those is, you know,cleaning, prepping, making sure
trucks are ready.
You know all those things.
So you know, maybe, brandon,you could share a little bit
about what life was like beforeprocesses, because a lot of
(01:49):
times people that are listeningthey might, a lot of them are
going to be pre-processed,they're trying to get to that
point.
So by sharing what it was likeand you know where we sucked and
you know things weren't good,and that type of stuff, it helps
them say, hey, that's me,that's me.
(02:10):
I'm feeling that right now.
And then I think it would begood to share a couple of things
that we might have tried.
I mean, you've been here overthe years, maybe things that we
tried and didn't work.
And then maybe we can switch toDan, where you share a little
bit about what we're doing todayand how it's working in that.
So I think that would be a goodflow, a good short episode,
just to kind of map out this ina really specific way for
anybody that's looking to dothat.
(02:31):
So I'll turn it over to you,brandon, you know any thoughts
that you have and maybe just youknow share some things on your
perspective.
Speaker 2 (02:39):
Yeah, sure, so definitely I mean some processes
.
You know things that we suckedat I can think of, you know,
when it comes to, like, fieldstaff and things like that.
Um, you know, at the beginningone of the things was just like
organization at the end of theday was like not good.
So like we had some things inplace.
(03:00):
We had a dumpster as soon asyou pulled in, kind of a fuel
tank, growing the fuel up, emptyout their trash and stuff.
But we didn't have designatedparking spots.
Sounds crazy, but everybodyjust kind of pulled in into an
empty lot and with the amount oftrucks and stuff we had, they
had to be front and back, so youknow one truck in front of
(03:25):
another setup.
So then in the mornings if forany reason you know that truck
in the front needed to getsomething or didn't have
something ready, they wereholding up the crew behind them
and then that crew is standingthere.
They might have everything theyneed for that day.
They don't need to make anyadjustments and they're waiting
for the other crew to get out.
So that was one process that westreamlined got set up, got
(03:51):
guys set up in parking spotsthat they're in the same spot.
We color coordinate everything.
That's another big process.
Speaker 1 (03:58):
I think one of the things that I would just yeah, I
think one of the things thatwe're just maybe trying to focus
on today is just the Thursdaypayroll and like that, just that
specific process of you knowwhat was it like before when we
were doing like that?
Like every two weeks or on apay week, biweekly, we bring the
guys in to do what and why isit important, and what were we
(04:23):
like before we did that?
So just kind of painting thepicture.
You know, every two weeks, youknow, when it's a payroll week,
they wash trucks, they do.
You know all the things there.
So I want to, I really want todive down just that specific
process and and like, what wasit like before we started?
You know doing that.
You know so for justclarification purposes.
(04:44):
We, we wash trucks, we inspectthem, we sharpen blades.
You know doing that.
Um, you know so for justclarification purposes.
We, we wash trucks, we inspectthem, we sharpen blades.
You know we do all that type ofstuff.
But what were some of the things?
I mean, I, I can think of onething we sharpen blades like two
times a year.
You know it'd be like july.
We'd be like, hey, did wesharpen the blades yet and
they're like you know, no, andyou're like what do you mean?
We didn't sharpen blades.
So just kind of like some ofthe challenges that we saw,
(05:06):
maybe before we implemented that, and you know maybe some of the
benefits that you see fromdoing that.
And then, dan, maybe you know alittle bit more about the, you
know the process there and whatwe see, and you know we've
implemented some checks to makesure that there's accountability
.
You know all that good stuff,because I think people are
actually looking to say I'm notsharpening my blades.
(05:29):
Things seem like they're a mess.
You know my trucks aren't cleanand everybody really wants this
.
I think you know you want tohave clean trucks, you want to
have a good image, but we didtoo for a long time and we
didn't until we did.
Speaker 2 (05:45):
So how do you get there?
Yeah, so I think it was, youknow, basically just setting
like, listen, this is when it'sgetting done and we will be
checking up and following up onit, because prior to that we'd
be like, hey, guys, sharpen yourblades, and then they would
kind of just go through themotion and not really do it.
They get back later.
Whatever it is, and ourexpectation is it needs to get
(06:06):
done on a pay week, no matterwhat.
So, like we're saying, like,carve out the time to make sure,
like manage your own time andmake sure you have time to do it
, because it's going to beexpected.
We're going to inspect it,we're going to make sure that
it's done, whereas before guyswould just not do it as often as
they should and they would tryto, like, you know, alter things
.
So they would, you know, adjusttheir deck, their deck height
(06:30):
or something like that.
You know, we have all thatstuff preset.
We don't want them adjusted.
Just if they do the process,they clean their decks out, you
get a better cut.
If you sharpen your blade, youget a better cut.
Instead of just taking, youknow, 15, 15, 20 minutes to do
that.
Um, they would, they would tryto like do other things to get
around it.
(06:50):
So you know what we?
What we started doing was, um,you know we would do that on a
thursday.
If we're in on a friday, wewould check it.
If it wasn't friday, then we'dbe in on monday and we'd go
around, check it, take photos,um, and then, you know,
sometimes award a winner or, youknow, base things off of that,
highlight the people that do agreat job.
(07:11):
Um, you know, don't necessarilypoint out to people that didn't
, but, uh, human nature is youwant to be praised.
So, um, you see someone elsegetting praised for it.
Um, you know it's funny, yousee someone else getting praised
for it.
You know it's funny.
We just did this last pay week.
We hit an award for the best.
(07:32):
I went around the next day,checked all the trucks and
trailers, took photos and thensaid, hey, this is who.
I thought their setup lookedthe best and we gave out an
award for it.
And it's funny because thisweek I see guys spit shining.
I mean, they're, they're,they're doing everything they
can to clean their trucks andmake them look good.
So you know that was top ofmind.
(07:53):
Trucks are looking a lotsharper, looking a lot better or
, you know, improves your imageand you know people end up
carving out the time for itbecause they know it's important
, because we put an emphasis onit.
Speaker 1 (08:04):
So and there was some , there's some.
Speaker 2 (08:07):
I feel like this week's going to be a tough one
because I mean they were theywere waxing them babies, yeah,
and they, they look good andthey even even you know I
mentioned just thinking of this,even though we have a process
in place doing that award butthen also pointing out to people
like, hey, it's not just pullout the pressure washer and
(08:28):
spray it, it's like get it outand scrub it clean.
The windows really go the fullway and you know, the first
truck I seen back while I wasstill there did the full nine
yards.
They scrubbed it down, they,you know, water to it is great,
that, that's okay, but like, ifyou, you know, know there's
nothing like a good old handscrubbing on a on a vehicle to
get it clean.
Speaker 1 (08:48):
So we're not looking for just a little rinse here,
we're looking for the good oldspit shine.
You know, yeah, get, get it,get it good.
I mean I saw windows gettingwashed inside and outside.
Um, yeah, I mean, I think wehave a a good competition and
and the award too, um, isactually 50 bucks still.
Um, you know, for the crew, uh,you know, to a local, you know
(09:12):
convenience store, gas station,whatever.
So, you know, get your chew,get your cigs, like you know,
whatever you need, you know, getyour gatorade, your red bulls,
your monsters.
You know, if you're alandscaper, it's life essential
that is super valuable to have.
Maybe get two Red Bulls for 50bucks, or what is it?
(09:34):
Monsters and a gallon of gas.
What have you seen that's beengood in this process?
Then?
What would you know?
What have you seen that's beengood in this process?
You know what would be good forsomebody to know that's
considering this or is feelinglike the disorganization are you
(09:58):
asking me?
Speaker 3 (10:00):
yeah, yep yeah, and you know whatever it's fine,
yeah, I mean my, my initialthought was just like how, how
much easier it is to to get someof these things done when, yeah
, there's like a set time to doit.
(10:21):
I mean there's other processesthat are like this, but like,
like you said before, if youjust set the expectation of,
yeah, get this done at somepoint in the week, you know that
doesn't work as well, becauseyou know you might get back
knowing you got to sharpen yourblades but like, oh, these crews
are heading out already becausethey did theirs.
I'm stuck here having to domine today because I didn't do
it before.
And then there's thattemptation to like put it off,
(10:50):
whereas you know, if you havethe team getting back at the end
of the day, they're all kind ofworking together doing the same
things.
It makes it more enjoyable forone.
We're all there, like you know,work on these things together,
um, and just like it makes it alot easier to just do it in that
window of time and not like putit off to the next day or the
next day or whatever, um, andlike that.
I think that's just kind oftrue in general.
There's other processes thatare like that, where you know,
we've had guys do a certainthing that they're responsible
(11:12):
for, but once we, once we set adesignated time to do it, then
all of a sudden, like it becamea lot easier and guys were
seeing each other do it, so itmade it easier for them to do it
, kind of thing.
So I think that applies kind ofbroadly to processes in general
.
Speaker 1 (11:30):
I really like the point that you made there about,
like the camaraderie.
You know, a lot of times whenyou're on, you know we, you know
another episode we could talkabout some of the culture things
that we do, like you know,burger Day or team days or
things like that.
You know we got a guy wants tocook up you know brisket and
bring in a bunch of meat.
You know, like you know.
(11:52):
So the idea is, like you know,those things are fun and we do
them, but, like anytime, you canbuild things into your like
culture, do them, but, likeanytime, you can build things
into your like culture.
And I don't know that we triedit like this.
But I like your point, dan, ofyou know there's a camaraderie
at the end of the day.
You know, around around theshop, like I was around
yesterday and you know they'rehonking the horn, you know it's
(12:15):
like.
You know they're just shoutingat each other, like you know, I
mean in a good fun way, right,but and then, um, you know they
I mean in a good fun way, right,but, and then, um, you know
they're doing a couple of thingsaround the shop and I think
there's just like a, a teambuilding atmosphere that happens
while they're doing the process, and I just think it's.
It's really good.
I don't know that that wassomething that I, you know,
(12:39):
thought of or expected from it,but it's amazing how that
naturally forms when you havesome of these things and you're
actually holding peopleaccountable.
And I always say it seems likecounterintuitive because you're
like you're holding peopleaccountable to raise a standard
and then they end up liking it.
They're like this is like, itbuilds camaraderie.
So you know, for people thatare afraid to like, hold people
(13:01):
accountable, like people like,like it and it actually creates
positive energy.
Speaker 2 (13:10):
It created, it's created a lot for us.
Yeah, I would.
I would say that's definitelysomething like.
I seen a quote the other day bySaban.
It was like a little clip andit was like you know, why are
you?
so hard on your players orsomething like that, and he said
that it's a culture thing andeveryone has the expectation,
everyone's bought in to a highlevel standard and everyone
(13:32):
wants to be held at thatstandard.
That's what great teams do.
So I think I think that's likeyou know, kind of where this
leans into.
You know, sometimes you're like, well, you know the group of
people I have.
You know they're not going to,they're not going to adhere to
it or they won't do it, and Ithink those are just doubts or
excuses you're making in yourhead where you're just going to
(13:53):
say Great people want to be heldaccountable and they want
everyone else held that samestandard.
I can think of places that I'veworked before where you know
there was a standard but noteveryone was held to it, only
some.
That only creates animosity andpeople being pissed off.
So I think it's you know yougot to hold everyone to that
standard and that accountabilityand when you do that it leads
(14:17):
to greatness.
Speaker 1 (14:20):
So I think that's another good topic to talk about
sometime.
But you know I love, you know Ilove that where you commit to
like improving and you know Ithink about things that are
difficult.
You know I've seen a lot ofthings over the years but you
know there's things that aredifficult.
But you know, when you have ateam that helps you, like rise
(14:43):
above, like even things when are, you know, are outside, like
comfort zones or whatever, andyou just, you like, look back,
maybe a couple of years laterand you're like you know what I
wasn't good at this and like Ipushed myself a little bit and I
got better.
You know I can think of, Ithink a lot.
This is an example I think of.
A lot is in in elementary schoolor maybe it was middle school,
(15:06):
it was typing.
So I had a typing teacher andtyping was a thing you know.
I don't know what they do now,you know I don't know, but you
type Right and Her name was Mrs.
I think it was like tidy or itwas almost like typing, mrs
Typing or something it was likereally close to the thing.
But anyway, the idea was it waslike tidy or it was almost like
typing, this is typing orsomething.
It was like really close to thething, but anyway, the idea was
it was really hard and theprogram was like Mavis Beacon or
(15:29):
something back in the day Idon't know if anybody had that,
but anyway, you just rememberthese things.
So but it was like really hardto type.
But there's many times where Ithink, you know, I probably at
least think at least once a year, like I'm thankful for that
person that helped make surethat I typed and made me do it,
because it changed my life.
(15:49):
In the sense this sounds silly,but it changed my life that,
like, I can type very fast andit saved me a ton of time.
Um and it.
It's been helpful in everythingthat I do, whether it was
school, Um and it.
It's been helpful in everythingthat I do, whether it was
school, college work, writingpapers, books, any of that stuff
.
It was big and it, it, and shewas not the most popular at the
time because she made you do it.
(16:11):
And I go back to that and I'mlike man, that was one of the
most beneficial things of youknow my, you know education at
that point, because it'simpacted everything that I've
done in the future.
So I think it's like sometimesyou don't even understand why
people hold you accountable, butlike when you have a supportive
staff or people around you,things that are difficult in the
(16:33):
moment you look back and you'relike man, I learned that skill
at this place and it helped meget better and I think that's
just you know.
That's amazing.
So as a, as an owner, I lookand say like you know, how do we
do that for our people?
How do they not know whatthey're learning today?
But maybe five years down theroad they're like you know what?
I learned something there.
(16:54):
I learned how to deal with myemotions because I wasn't in
check with stuff and I wouldjust like cuss somebody out.
You know what, if you, that's alife skill.
So I mean I get, I get fired upabout that stuff.
And you know, I do get messagesfrom time to time from people
in the past where they realizethat they learn something and
(17:14):
then they reach out.
That's really fun you know, orif they're currently in the
organization, they learnsomething.
That's fun too, but you know,you don't always see it in the
time.
It's kind of like parents andkids, right, same thing.
So, yeah, anything else withthe, with the process, I think
one thing maybe.
Just comment on the checking,because I think there was one
(17:35):
thing that we were doing it, andI think, brandon, you mentioned
about the, you know, like thebonus or the award, and it was
getting done okay.
But when we put that in place,it seemed like it kind of took
it to a next level.
But you know, what do we do tocommunicate?
So communication is important,but what do we do to communicate
(17:57):
what we're checking so thatthey would know?
I mean Dan or Brandon, whoever-yeah.
Speaker 2 (18:04):
So we, we communicated that like we will
be checking up on, you know, thecleanliness and that you're
doing that, doing exactly whatwe told you needs done.
So you know, I think, being youknow, very blunt and letting
them know like we will bechecking to make sure that these
things needs done.
So, you know, I think, beingyou know very blunt and letting
them know like we will bechecking to make sure that these
things are done.
We want to see like this iswhat we considered the standard
(18:27):
of being clean and we sent out alist of like vacuum out the
truck, no draft trash or debris,everything organized, put in
the right way.
Clean the windows organized,put in the right way.
Clean the windows, wash thetruck tire shine.
You know, make sure it's reallyclean, looking sharp.
And inside the trailers,everything needs to be organized
.
Now, that's a that's a dailything, but you know, take a
(18:49):
little bit of extra time to makesure that's done.
Make sure your mowers arecleaned and washed they should
be getting done as well on apayday, um, and then your decks
are cleaned and your blades aresharp.
If those things are done, um,you know we're, we're taking
photos and we're we're lookingat those things and and then the
award goes out to the personthat does the best job and, um,
(19:09):
you know, it's just like itdoesn't matter if you're you're
in your thirties, forties,fiftiess, 60s.
It's just like a kid.
You know, in baseball, if youwin the drill, or you know in a
sport, you win.
That makes you feel good andeveryone else wants to work a
little bit harder to win too.
(19:31):
So like they want the chance towin.
So that's how I kind of see itand I think that's been like a
big game changer and again, youcan see results all the time
with it.
I seen it this week where guysare just putting a little bit
more extra effort and emphasisonto it, like, okay, you know, I
(19:51):
want to win too.
I want to get my name shout out, I want a gift card to, you
know, be able to grab a coupleof things from the you know the
gas station and be able to toget some stuff.
So yeah, I think that's, Ithink that's huge, huge.
A lot of times, you know, justbeing able to be highlighted in
front of the group is like a bigdeal.
(20:12):
You know, getting the shout outin front of everybody, that
matters, you know it doesn't.
It doesn't always have to bemonetary.
Monetary is helpful, but it'snot like you have to spend
hundreds of dollars, you know.
I think that I think that's abig thing.
Speaker 1 (20:28):
Yeah, there was a couple.
You know we have new trucks andwe have some older trucks and
you know a few of the ones thatwere a little bit older I saw
and they were really shined upand it's like what, what's there
, you know what's the thing?
Like you can't polish a turd orsomething.
Somebody says that.
Somebody.
I've heard somebody say I don'tknow if it's you, somebody says
(20:49):
that, but like not that, it'slike that bad of a truck, I mean
.
But it's just like you knowthey're a little bit older and
some of those they just hadshined up like really nice, like
they were.
You know all the wheels werecompletely black, it was shined
up, nice, um, so it's just, it'simpressive, you know.
I think that that's that'spretty cool.
And then the other thing islike clear expectations are
really big.
So the checklist, like I saw acouple that did not wet wheel
(21:12):
the tires.
So like you know, if everythingelse is in check and you're
grading it, like they're goingto get, you know they're they're
missing out on that, that thing, because that's that's really
the curb that helps really withthe curb appeal and going out to
customers and looking good,like we care.
So you know they, they alwayssay you only get one first
impression.
So you know, I think thatthat's really really good.
(21:36):
So, dan, anything else you wantto add to this topic before we
switch to the?
Speaker 3 (21:41):
Yeah, that's what I was just going to say
specifically about having to.
Yeah, just, I mean, having thespecific checklist I was going
to say is important.
So, like guys aren't wonderingwhat, what else can I do to try
to get ahead, try to get this ingood shape?
They know exactly the steps,especially early on.
Then, once you've done it a fewtimes, you kind of get to know
(22:04):
it Like you know all the stepslike the back of your hand.
But early on it's just likedefining what the standard is
specifically with a, withsomething that's really clear.
A list you could just go downis always good.
Speaker 1 (22:21):
Yeah, that's, that's awesome.
So anything recently thatyou've seen that you know you
can't make it up, so we actuallyhad and I'll have to share it.
We actually started to get somethings coming in.
You know you can't make it up,so you know we'll be able to
share a couple of those thingsbut again, just to set the
standard, you can't make it up.
It's the things that you seethat you're like you just can't
make it up, like how would theydo that?
(22:41):
I give the example.
Every time you see somebodystrapping down dirt.
There's a million differentexamples of you see things in
the landscape, industry or yourpeople or our people or
whoever's people are doing thesethings and you're like what in
the world are they thinking?
You can't strap down dirt.
There's a lot of crazy storiesout there and we're starting to
compile them.
Again, we're going to set uplike kind of a bracket and then
(23:03):
do some giveaways, but we'resharing them just to get a
little laugh and chuckle.
So anything that you've seenthat you're just like, oh my
goodness, you just can't make itup.
Speaker 3 (23:15):
Well, I mean, the thing that comes to mind right
away is, um, you know, we havefor all our, our properties.
You know, there's always like apoint of contact, someone on
the property, that's like theperson that like gets our
messages and everything.
We're in regular communication.
Um, and you know, one of ourguys goes out to do a
residential.
You know, uh, yesterday I think, or the day before, and to be
(23:40):
fair, it's not a residential,he'd been to before, you know,
but it's it.
He knows the client's name, heknows it's a home, and he, he
reaches out and asks, like who'sthe contact at this place?
It's like, well, you know, I'llgive you one guess, the contact
is the homeowner yeah, yeah,it's the name we talked about
(24:02):
earlier.
Speaker 2 (24:03):
Yeah that that was a head scratcher.
When that one came in, I justlooked at dan in disbelief and I
was just like this can't bereal.
It was real, but yep, you can'tmake it up.
It was crickets after weresponded, so I guess maybe it
was just kind of like oh, thatwas pretty stupid that I asked
that, but yeah, for me I can't.
(24:25):
Mine, uh was.
We have a guy running our mulchcrew.
He's doing a great job.
Um, you know, had someexperience before he's doing.
He's doing good loading truckyou know, helping to lead the
crew, trying to make sure theystay on task Um, and the other
day they wrapped up.
(24:46):
You know, I always told him theidea is to try to get the truck
empty, um and prep so that'sready to load for the next day.
So you have a full truck goingnow because we have multiple
trucks.
There's a mulch machine on theback of this and he's like he
was getting ready to leave.
We loaded up the first truck tomake sure that one was loaded,
just a regular f-250 with a dumpbed.
And then we have another biggertruck that he's driving.
(25:08):
So I check him out and then hepulls up to to get checked out
and I said how much are youloaded?
He said no, I have probablyabout a quarter of a truck.
I told him that we need to tryto make sure it's empty at the
end of the day.
I was like, okay.
I just was checking to make sureeverything was closed up.
(25:28):
I peeked in and it looked likethere was barely anything in
there.
I jumped up, looked inside thetruck and there's two wheel
barrels in the truck.
He was going to drive the truckand there's like two wheel
barrels in the truck, so he wasgoing to drive the truck out.
This truck can hold probably 13, 14 yards of mulch with two
wheelbarrows in it.
Cause he didn't simply check it.
So I was like dude, you got toload up Like you're going to
(25:49):
drive 15 minutes out to the jobsite unload two wheelbarrows and
drive back, like just unloadthem here in our bin and reload
them.
So you know, even though they'rethey're, they're good guys,
they, they know the process,sometimes they always just need
checked out.
And that's another, you know,point of emphasis and thing that
(26:09):
we do is we have a checkoutpoint before they leave to catch
things like that you know it'sdumb stuff where, like, we could
have wasted and lost a lot oftime Instead saved probably you
know 30, 40 minutes of drop,unnecessary driving.
So that for me was you can'tmake it up.
I was like I almost smackedmyself in the forehead on that
one.
You're gonna gonna leave withtwo wheelbarrows.
(26:30):
That's not gonna get a wholelot done, so you can't make it
up yeah, always good stuff.
Speaker 1 (26:35):
Thanks for tuning in.
Again, if you're interested inprocesses and scaling and some
of the things that we talk about, los is a peer group and
operating system that helps youbring that into your landscape.
Business kind of comesalongside of you and gives you
the roadmap to do it in that.
(26:59):
Another thing that is new toyou know LOS that, I think, is
that you might be worth checkingout is out the a la carte
system where you can add a lacarte services like bookkeeping
or some other things that youmay need help with if you're a
small business.
So really awesome, they'rereally popular.
So check them out and thanksfor tuning in and we'll be back.
Thanks for joining us.
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