School of Management 2002: Power from Your People

Many landscape contractors cite labor relations, especially finding qualified workers, as one of their most frustrating challenges. However, even business owners who have a consistent labor pool to draw from may find themselves with disinterested or unmotivated workers.

Frank McNair, partner in McNair & McNair, a training and consulting firm, and author of It’s OK to Ask ‘Em to Work, said many managers in today’s business marketplace have become too “touchy feely” with their employees – forgetting to stress the importance of working efficiently. Although managerial work can be difficult, it does not have to be complicated, he stressed. Asking employees to do their job requires more than a simple question, however, and McNair offered the following six “headlines” for more effective people management.

1) Headline One: Everybody wasn’t raised at your house.

McNair identified the “everybody knows that” assumption as a common management pitfall, with managers forgetting to sit down and explain exactly what an employee’s job entails. Rallying workers around a common goal eliminates any confusion about the bottom line. When employees are clear about their managers’ expectations, they can confidently pursue their goals with pride.

2) Headline Two: I can’t hit a target I can’t see!

Once employees know what they need to be doing, give them the means by which to reach their goal, McNair identified. Using the SMART acronym, McNair said managers must be Specific about the goal, provide performance Measures, create Attainable goals, help employees understand the Relation of the goal to the company and finally, inform workers of the Time limits they have to complete projects. These practices will paint a clear picture as to what managers expect of their employees.

3) Headline Three: If you listen long enough, people will tell you what motivates them.

At this point, McNair stressed the personal relationship managers should cultivate with their employees. Learning what drives employees – the true reasons why they come to work each day – will help managers create goals which workers can relate to and determine incentive programs that actually excite and inspire employees.

4) Headline Four: It’s OK to ask ‘em to work.

After creating an atmosphere conducive to learning and with appropriate incentives, managers can now expect results from their employees. Of course, this means continuing the first three steps on a daily basis, and following up with the remaining two…

5) Headline Five: People will respect what you expect if you inspect!

Although this headline is a mouthful, McNair explained that the idea is quite simple: keeping an eye on employees will allow managers to quickly identify problems and create the necessary solutions. Continually coaching employees – as well as sitting down often to hear their concerns and ideas – means managers can solve issues quickly and painlessly and avoid losing extra time to resolving problems.

6) Headline Six: The Golden Management Rule: Do Unto Others as They Would Like to Be Done Unto!

Finally, McNair stressed the importance of treating employees with respect. Interacting with them as people, and not a business commodity, will show workers how much managers care about the business and demonstrate their personal investment into the company. As employees grow and flourish, the company will grow and flourish, so encouraging employee development can only help the business owner succeed in the end.

The author is assistant editor of Lawn & Landscape magazine.