Landscaping often involves a lot of professional problem solving: when we find something unexpected on a jobsite, a piece of equipment breaks down midday, or a client calls us with an issue they'd like our help solving. 

In the early years of my business, my team would bring all these issues to me to solve and I jumped in to help because I thought that was my job as a leader. I've always been a big believer in the power of servant leadership - that I shouldn't ask my team to do something I wouldn't do myself. What I didn't realize was that by solving problems for them instead of with them I was actually doing them a disservice.

I was undermining my team's credibility with their teammates, our clients, and with subcontractors. I also wasn't giving talented team members the chance to develop their problem-solving, and therefore leadership, skills. 

So what do we do instead? I've learned over the years to:

1. Make sure that our vision is communicated as clearly as possible. This makes it possible for leaders at all levels of the organization to make decisions that are aligned with our goals because they understand what we're trying to do and the expectations in place. 

2. We don't throw new leaders to the wolves; instead we coach them on how to problem-solve. We'll work one-on-one with new leaders, or established ones, when it's needed without taking ownership of the problem. We "Don't Take the Monkey" as Megan and Tracy would say (check out this link for questions to ask that help!). 

3. We don't undermine our managers' credibility. The classic "Dad said no, I'll go ask Mom" doesn't work at GLC. This is so important for creating a healthy work environment for our entire team, and also for instilling confidence in our leaders to own their work. When situations like this happen, we get inquisitive. Internally, it's: "Well what did Dalton say when you asked him that?" or for clients: "I'm not as familiar with the details of your property as Brent is, so let me talk to him and then we'll get back to you."

The function of leadership isn't to create followers, it's to create more leaders. That's what landscaping companies should be focused on if they want to be successful long-term. Sharing the title of "Hero" with your teammates and letting them be the problem-solvers can be one way to do that. 

During our Grunder Landscaping Co. Field Trips in Dayton, Ohio, this fall, you'll get to see that GLC is more than just Marty. I have many talented leaders in place that are working hard to make our company a great place to work and a great company to do business with. They have been the key to the company nearly tripling in size in just 3 years, not me. I'm excited for our attendees to learn from them. 

Our next event is August 7-8. Will you come and see me?

Marty Grunder
Founder & CEO
The Grow Group & Grunder Landscaping Co.