The GROW! Show

Proven Winners: Allium Serendipity

Interview Series: Building a Sales Team That Performs with Dawn Arnold

Marty Grunder — Wed, 15 Apr 2026 09:00:00 +0000

The best salespeople are not just lucky. They are diligent, organized, and manage their time well. In this episode, Marty is joined by Dawn Arnold, Director of Sales at Grunder Landscaping Company, to talk about what separates top performers from everyone else. Dawn shares how she coaches salespeople to boss their calendars, focus on leading indicators, and develop the habits that drive consistent results.

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Key Learnings

People First, Then Process: You can have all the processes in the world, but if you do not have the right people and someone leading them, the processes will not be followed.

One-on-Ones Save Time: If you do not give your team a dedicated weekly time with you, they have free reign to interrupt you whenever they want. A one-on-one creates a safe space and actually reduces the constant interruptions.

If You Cannot Sell Yourself in the Interview, You Cannot Sell to Strangers: Energy, connection, and the ability to build rapport in a short window are non-negotiables for sales hires. The interview is when they are at their best.

Top Performers Know What Needs Attention and When: The best salespeople understand low-hanging fruit, stay connected with clients, and have a sense of urgency. They do not wait for things to happen. They make them happen.

Leading Indicators Over Lagging Indicators: Sales numbers are lagging indicators. You cannot change a report. Focus on the activities that drive sales: proposals out, presentations delivered, pipeline managed.

Boss Your Calendar: If you do not have time blocked for proposals, client meetings, and follow-up, you are most likely not going to do it. Top performers are regimented with their calendars.

Do Not Hire Before You Are Ready to Lead: If you do not have processes, structure, and clear goals in place, a good salesperson will get frustrated and leave. Good salespeople want a system they can plug into.

Development Must Be Intentional: Do not assume everyone knows how to network. Teach them how to dress, how to start conversations, how to follow up. Pair newer people with stronger ones.

Family Members Do Not Get Special Treatment: If you let family get away with something, everyone will see it. Clear expectations, accountability, and no gray areas protect the culture.

Discipline Equals Freedom: Spring is intense. Leaning on good habits and structure all year means you do not have to turn it on during the busy season. You cannot build habits in a crisis.

Reflection Questions:

Are you tracking leading indicators like proposals and presentations, or just looking at lagging sales numbers?
If you hired a great salesperson tomorrow, do you have the structure in place to develop them, or would you be figuring it out as you go?

Resources:

Proven Winners: Allium Serendipity

Good Shortcuts and Bad Shortcuts: How to Save Time Without Sacrificing Quality

Marty Grunder — Wed, 08 Apr 2026 09:00:00 +0000

Taking shortcuts is a good thing when it saves you time without sacrificing the experience your clients, team members, or the community has with your business. In this episode, Marty Grunder shares the shortcuts he takes to work more efficiently so he can get more done in a day. As AI is becoming more available, there are so many ways to save yourself time.

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Key Learnings

The Shortcut Filter: Before implementing any shortcut, ask three questions: Does it maintain or improve quality? Does it actually make us more efficient or just faster in the moment? Does it make our team better or just busier?

Good Shortcuts vs. Bad Shortcuts: A good shortcut saves you time and nobody notices. A bad shortcut saves you time, but your customer feels it, your team feels it, and you feel it in the wallet later. If your shortcut creates rework, it was not a shortcut.

Truck Positioning and Work Sequencing: Where you park the truck can cut walking distance in half. Every extra step gets multiplied hundreds of times a day. Installing trees before final grade or mulch before grading means reworking your work.

Boss Your Calendar: If your sales team is zigzagging across town, the day is gone. Group appointments geographically. Plan your day the night before. Drive the conversation and let clients accommodate you.

Prequalify Your Leads: If you screen your calls right, you can close most of them. A few simple questions upfront saves a lot of wasted trips.

AI Helps You Prepare, It Does Not Replace the Relationship: Use AI for drafting emails, organizing proposals, and researching prospects. But if your sales process starts to feel robotic, you have gone too far. AI should enable you to spend more time with clients and team, not run your whole life.

Visibility Reduces Phone Calls: Pictures on work orders, videos attached to tickets. The more visibility your team has, the fewer calls, emails, and site visits you need. Prepare every work ticket as if you are going on a cruise without cell service.

Reflection Questions:

What shortcut are you taking right now that is quietly costing you time, money, or quality later?
Are you bossing your calendar or is your calendar bossing you?
If you were unreachable on a cruise for a week, would your work tickets have enough detail for your team to execute without calling you?

Resources:

How to Keep Your Cool in a Crisis as the Leader with Marty Grunder

Marty Grunder — Wed, 01 Apr 2026 09:00:00 +0000

In this solo episode, Marty Grunder shares his five-step crisis framework for handling angry clients, crew mistakes, and the constant firefighting that comes with spring. The real issue is never the crisis itself. It is your reaction to it. Marty walks through how to pause before responding, separate emotion from facts, own the outcome, solve in layers, and build systems that prevent repeat fires. Leadership is not about reacting better. It is about building a business that does not need constant reacting.

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Episode Chapters

00:30 - Welcome to the Grow Show

01:43 - Spring Pressure and Crises

02:53 - Why Leaders Lose Their Cool

03:43 - 1: Pause First

04:18 - 2: Get the Facts

05:16 - 3: Own the Resolution

06:07 - Handling Customer Complaints

06:54 - A Lesson from The Beginning

09:30 - 4: Solve in Layers

10:26 - Correct Mistakes WIthout Fear

11:43 - Systems Prevent Firefighting

13:15 - Marty’s Challenge

Key Learnings

It Is Not the Problem, It Is Your Reaction: Most of the time, the damage comes from how we respond, not from what happened.

Action: Pause before you lead. Count to four. Lower your voice. Ask what actually happened.

Separate Emotion from Facts: When a client says you destroyed their yard, that is emotion. Your job is to get the facts.

Action: Ask for a picture. Ask what assumptions you are making. Facts make it manageable.

Own the Outcome, Not the Blame: You do not have to admit fault immediately, but you do have to own the resolution.

Action: Say: "I am never going to let this get in the way of our relationship. I am going to make it right."

Ask What They Want: The most powerful question you can ask an upset client is: What would you like for us to do?

Action: Let them vent. Accept responsibility. Ask what they want. Respond with a clear plan.

Solve in Layers: Every issue has four layers: containment, client reassurance, internal correction, and process prevention.

Action: If you skip the prevention step, you guarantee repeat fires.

Correct the Behavior, Protect the Dignity: When a crew messes up, do not explode and do not ignore it. Both are leadership mistakes.

Action: Pull them aside privately. Ask what happened, what should have happened, and what we do differently next time.

Constant Firefighting Is a Systems Issue: If you feel like you are always in crisis mode, that is usually a sign your systems are weak.

Action: Install one prevention system this week. Strong systems reduce emotional leadership moments.

The Five-Step Crisis Framework

Pause before you lead
Separate emotion from facts
Own the outcome
Solve in layers (containment, reassurance, correction, prevention)
Build systems that prevent repeat fires

Reflection Questions

Think about the last crisis you had. Did you handle it right or did you mishandle it? What would you change?
When a crew makes a mistake, do you explode, ignore it, or correct it with dignity? Which is your default?
What one prevention system could you install this week to reduce repeat fires?

Resources:

The Consistency Framework: Culture, Quality, and Client Experience with Marty Grunder

Marty Grunder — Wed, 25 Mar 2026 09:00:00 +0000

In this solo episode, Marty Grunder breaks down why growing companies struggle to stay consistent and what to do about it. Growth exposes every crack in your operation. Customers do not see departments or branches. They see one company. Marty walks through his consistency framework: clear standards plus trained leaders plus enforced systems. He covers the three areas where most companies break down: culture, quality, and client experience.

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Episode Chapters

00:30 - Welcome & Please Subscribe!

01:06 - Inspiration From Dan Pink

01:57 - Why Consistency Matters

03:51 - Three Consistency Pillars

06:08 - Non Negotiables at Grunder

06:45 - Leaders Model Culture

09:36 - Quality Standards System

10:28 - Visuals & Scorecards for Your Team

12:15 - Inspect and Coach Fast

13:26 - Client Journey Mapping

14:04 - One Voice Messaging

14:59 - Feedback and Snow Lessons

16:44 - Consistency Framework Recap

17:54 - Action Steps

18:39 - Please Subscribe and Share!

Key Learnings

Growth Exposes Inconsistency: What works at one crew breaks at five or ten. Customers see one company and expect consistent delivery.

Action: Identify where your span of control has broken down. Fix the handoffs.

Culture Is Behavior, Not Posters: You can post values on the wall, but culture is what your people actually do on job sites.

Action: Define what doing it your way looks like in observable terms. Role play it. Show real examples.

How You Treat Leaders Is How They Treat Clients: What goes downhill flows all the way to the customer.

Action: Ask yourself how problems get handled. Do you correct with respect or frustration?

Standardize the Non-Negotiables: Core behaviors should never change regardless of crew or location.

Action: Document one standard this week. Train to it. Inspect it.

Quality Requires Documentation: You cannot inspect what you have not defined. Photos of good, better, and best give your team a target.

Action: Build visual standards. Use photos. Make quality observable.

Inconsistency Lives in the Handoffs: Map the client journey from first call to final invoice. Transitions are where consistency breaks.

Action: Identify who touches the client and where the handoffs occur. Tighten those gaps.

Feedback Is a Control System: Reviews, surveys, and follow-ups catch patterns before they become problems.

Action: Secret shop your own company. Ask clients over lunch what they would do differently.

The Consistency Framework

Clear Standards + Trained Leaders + Enforced Systems = Consistency

Culture: Defined behaviors. It starts with you.

Quality: Documented processes. Pictures of good, better, best.

Experience: Standardized communication. Eliminate "that's not my job."

Reflection Questions

Where are you inconsistent right now? If you hired your own company, where would you be disappointed?
Is your quality problem a people problem or a system problem?
When was the last time you secretly shopped your own company or asked a client what they would do differently?

Resources:

Interview Series: Bob Marks on Scaling Snow Operations and Managing Zero-Downtime Facilities

Marty Grunder — Wed, 18 Mar 2026 09:00:00 +0000

In this episode, Marty is joined by Bob Marks, owner of EMI Landscape in the Lehigh Valley of Pennsylvania. Bob grew the company from $700K to over $13 million in revenue and has built one of the most impressive snow operations in the industry. A former Audi mechanic who returned to his family's business when his stepfather was injured, Bob shares the details of their fleet, how they manage large zero-downtime facilities, and how they keep 150+ employees motivated through long storm events.

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Episode Chapters

01:35 - Meet Bob Marks

02:23 - From DC to EMI

04:35 - Scaling EMI

06:21 - Working with Mack Trucks

07:45 - EMI’s Fleet

09:38 - Plows and Efficiency

11:04 - Snowfall and Forecasting

13:03 - Buy vs Leasing Strategy

16:09 - Maintenance and Options

20:08 - Zero Tolerance Clients

21:45 - Saying No to Grow

26:47 - Selling Snow Work

28:04 - Subcontractor Labor

29:24 - Fair Subcontractor Partnerships

30:51 - Accountability With Brokers

32:31 - Year Round Snow Planning

33:43 - Equipment Ordering Strategy

35:36 - Staffing & Training Bootcamp

38:07 - Projector Based Site Training

38:40 - Truck Brush Safety Costs

40:43 - The Storm Communication Playbook

43:35 - Motivation, Culture, and Bonus System

46:31 - Biggest Snow Challenges

50:09 - Pride in People First

52:49 - Please Like, Share and Subscribe!

Key Learnings

Make Sure the Client Wants What You Are Offering: If they do not want it, you will not make them happy. Getting expectations clear upfront saves everyone.

Action: Be clear on who you are, where you are going, and who you want to work for. Say no to work that does not fit.

Partner with Your Dealer: The biggest equipment mistake was not building a relationship with a local dealer who could advise on specs, options, and configurations.

Action: Go to lunch. Talk regularly. Learn what you do not know about quick couplers, transmissions, and winter packages before you buy.

The Implement Matters as Much as the Machine: A small plow on a $200,000 loader means you are not getting the efficiency out of that machine.

Action: Invest in hydraulic wing plows and proper attachments. EMI reduced their fleet by 15% and did the same amount of work.

Snow Never Turns Off: Planning is year-round. Equipment orders happen now. The SIMA Symposium in June kicks off the next winter season.

Action: Finalize equipment and personnel by September or October. Train regional managers before training everyone else.

The 48-24-12 Rule: Give your team 48 hours notice when snow is in the forecast, 24 hours to confirm availability and send referrals, and 6-12 hours for the final call.

Action: Communicate early so people show up prepared. No sneakers, no excuses, no last-minute surprises.

Treat Subcontractors Like Partners: Pay them faster than you get paid. Give them all the work on their site, not just the big storms. Treat them like human beings.

Action: Be picky about who you work with, then take care of them. EMI has only had to fire two subcontractors in 15 years.

Communicate the Why: If people do not know the why, they just do not care like they should. EMI positions themselves as first responders for the first responders.

Action: Tell your team why the work matters. Pay them what they deserve. Share profits when snow is profitable.

Reflection Questions

Are you saying yes to work that does not fit your operation? What would it look like to be clearer about who you want to work for?
When was the last time you sat down with your equipment dealer just to learn, not to buy?
How much notice does your team get before a storm? Could earlier communication reduce chaos and no-shows?

Resources:

Metrics: The Early Indicators You Should Watch in Spring with Marty Grunder

Marty Grunder — Wed, 11 Mar 2026 09:00:00 +0000

In this solo episode, Marty Grunder explains why spring success is not decided in May. It is decided by what you notice or miss in March and April. Most owners look at lagging indicators like revenue, profit, and backlog. Those tell you how you did. This episode is about leading indicators: the signals that tell you early whether spring is going well or quietly slipping away.

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Episode Chapters

00:28 - Welcome & Thanks to our sponsor BOBYARD

01:10 - People First Leadership

01:50 - Spring Leading Indicators

02:34 - Production Efficiency Signals

05:38 - Morning Rollout Speed

08:26 - Sales Op Handoff

10:50 - Weekly Metrics Matter

13:07 - BobYard Ad Read

16:12 - Training During the Peak Season

19:06 - Eliminate Fires with Client Communication

20:53 - Early Season Challenges

23:17 - Wrap Up - Please Share & Subscribe!

Key Learnings

Production Efficiency Shows Up First: Crews running long on jobs they have done a hundred times before is not bad luck. That is inefficiency leaking out.

Action: Watch weekly revenue per labor hour, job duration versus estimate, and efficiency ratings. If you are not watching hours, spring will decide for you.

Morning Rollout Tells the Truth: A smooth morning rollout is indicative of a very well run company. Daily mobilization speed matters.

Action: Are work tickets decided the night before? Are trucks set up so crews are not sharing equipment? Watch how fast crews leave and return.

Sales to Production Alignment: If sales and operations drift right now, the gap only widens as volume increases.

Action: Do not let jobs get sold and posted on the schedule that are not set up correctly. A sold job means nothing if it costs more than you bid.

Fewer Metrics, More Frequently: Spring does not require more metrics. It requires fewer metrics reviewed more frequently.

Action: Focus on weekly labor efficiency, billed versus produced revenue, missed production days, equipment breakdowns, and staffing gaps.

Train for Consistency, Not Excellence: Spring is not your training season, but some training is non-negotiable. Rework during peak season is margin poison.

Action: Avoid long classroom sessions and new system rollouts. Focus on job setup and team leader communication. Get them doing most of it right.

Client Communication Prevents Fires: Most spring client issues are not operational problems. They are informational problems.

Action: Go to clients and tell them things before they start wondering. Promise a week or a window, not a day. Clients tolerate delays far better than silence.

Small Misses Compound Into Big Problems: If 30% of your crews are not following the process, that is not a coaching issue. That is company-wide.

Action: Do not assume volume will fix efficiency. The earlier you correct what is off track, the cheaper it is to fix.

The Core Message

The hardest part of spring is not the work. It is thinking clearly under pressure. Strong leaders do not wait for results. They respond to signals. Spring rewards leaders who notice early and act decisively.

Reflection Questions

What leading indicators are you watching weekly? What are you only seeing monthly that should be weekly?
If you observed your morning rollout as an outsider, what would you see? Smooth and fast, or chaotic and slow?
Where is your team making small misses right now that could compound into big problems by May?

Resources:

Five Things Leaders Do (and Don't Do) That Undermine Their Respect

Marty Grunder — Wed, 04 Mar 2026 10:00:00 +0000

In this episode, Marty shares 5 things he sees people doing as leaders that undermines their credibility or relationships with team members. He gives common mistakes that can hold you back in your career or limit the growth of your direct reports to help you notice if you're doing these things and course correct while there's time.

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Episode Chapters

01:27 - Why Respect Erodes

02:20 - Apologies That Disappear

03:31 - Actions Over Words

04:46 - Stop Cancelling Meetings

06:07 - Regulated Leadership Wins

07:49 - Think Through Optics

10:11 - One Change This Week

10:42 - Please Like, Share & Subscribe!

Key Learnings

"Leadership isn't what you intend. It's what people experience." - Marty Grunder

The Apology That Disappears: The moment you say "but," you erase the apology. No one remembers what came before it.

Action: If you are going to apologize, let it stand alone. Say "I was wrong, I own it, I will handle it differently next time." Then stop talking.

What You Do Matters More Than What You Say: Your team does not follow your declarations. They follow your patterns.

Action: Your calendar reveals your priorities. Your reactions reveal your standards. Your tolerance defines your culture. Your behavior is the real policy.

Canceling Meetings: When you cancel, your team learns that commitments are flexible and that your time matters more than theirs.

Action: If you schedule it, honor it. If you must cancel, do it early, give a real reason, and go to great lengths to reschedule. Spend time Sunday planning your week.

Do Not Let Them See You Sweat: Your team reads your nervous system. If you look rattled, they feel rattled. Your nervous system is contagious.

Action: Vent up, not down. Problem solve across. Reassure down the org chart. Find a spouse, mentor, or peer group member to process with.

Think Through the Optics: People do not judge your intent. They judge what they see. Optics are the receipts of trust.

Action: Before you make a decision, ask yourself: if I were them, what story would I tell about this? Does this match the sacrifice I am asking others to make?

The Core Message

Trust is not rebuilt with speeches. It is rebuilt with consistent behavior that people can see. Do not try to fix all five. Pick one behavior you are going to tighten up this week.

Reflection Questions

When was the last time you apologized and then added "but"? What would it look like to let the apology stand alone?
If your team only watched your behavior and ignored your words, what would they say your real values are?
What decision have you made recently that might look different to your team than it felt to you?

Resources:

2026 Discovery - NOLA | ACE Peer Groups

What Owners Should Be Thinking About This Spring - Marty Grunder

Marty Grunder — Wed, 25 Feb 2026 10:00:00 +0000

In this solo episode, Marty Grunder delivers a direct message for landscape business owners heading into the busy season: Spring does not forgive. It does not slow down, and it does not wait for you to feel ready. This is not a tactical checklist. It is a mindset reset for leaders who want to enter the season decided rather than hoping things work out.

Event Home: GROW! 2027

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Episode Timestamps

00:56 - Grow 2026 Recap & Announcing Grow 2027
02:15 - Spring 2026 Mindset: Why Spring is Dangerous
03:37 - Execute the Plan: Focus Over New Initiatives
06:00 - Leader Energy Sets the Tone
07:27 - Build Processes, Not Heroes: Clarity Beats Complexity
08:44 - Set Client Expectations Early to Avoid Surprises
09:52 - Owner Stamina: Be Intentional Through Peak Season
12:42 - Don’t Do Spring Alone: ACE Peer Groups
15:24 - Please Share & Subscribe!

"Spring doesn't create problems. It reveals them."— Marty Grunder

Key Learnings

Spring Is Not a Surprise: Anything you avoid addressing, spring will expose. Strong companies enter spring decided, not hoping.

Action: Identify the decision you have been kicking down the road. Make it now.

Now Is the Time to Execute, Not Innovate: Spring is for selling work and doing work. New software, demos, and initiatives can wait.

Action: Say no to distractions. Execution beats innovation in the spring.

As You Go, So Goes Your Team: Your team mirrors you. If you are stressed and reactive, expect the same from them.

Action: Be present. Spring leadership is about presence, not perfection.

Process Over Heroics: If your best people save the day every day, they are not heroes. They are hostages.

Action: Build simple, repeatable processes. Spring rewards clarity, not complexity.

Set Client Expectations Early: Most spring problems are expectation problems. Silence creates assumptions.

Action: Communicate early. If someone is sick at 7 AM, call the client at 7, not noon.

Protect Your Energy: Spring is when owners burn out. Your energy matters because your team is watching.

Action: Sleep seven hours. Eat right. Move daily. Skip the gas station lunch.

Do Not Isolate Yourself: The difference between owners who handle spring well and those who do not is whether they go it alone.

Action: Sharpen your thinking with peers. The best leaders do not prepare alone.

Reflection Questions

What decision have you been avoiding that spring is about to make for you?
Where is your business relying on heroics instead of process? Who are your hostages?
What does your team see when they look at you right now: calm and focused, or stressed and reactive?

Resources:

What's on the Mind of ACE Peer Group Members Going Into Spring 2026

Marty Grunder — Wed, 18 Feb 2026 10:00:00 +0000

Vince Torchia shares insights from over 250 members across 19 ACE peer groups about what's top of mind heading into spring 2026. From creating more leaders without micromanaging to understanding the difference between owner math and financial knowledge, to the red-yellow-green client rating system, Vince breaks down the three critical areas landscape business owners are focused on right now.

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Episode Timestamps

00:51 - Key Topics for Spring 2026

01:02 - Leadership In Your Organization

05:24 - Enhancing Financial Knowledge

08:52 - Defining Your Company’s Vision

12:40 - ACE Discovery 2026

Key Learnings

Leadership: Create Leaders Who Can Make Decisions Without Permission – What do I do to get more leaders at my organization? What kind of environment do we need to create where somebody can make a decision for a customer, make a decision for our team, invest time or money without having to come ask me as the owner? We've set up an organization where people can go take action and have some autonomy.

The Nick Saban Coaching Tree Analogy – All four coaches that made it through the college football playoffs were coaches under Nick Saban at one time or another. His ability to be a great coach was also an ability to create other leaders, not just people that did whatever Nick Saban wanted them to do. The more people that we have at our organization that are leaders, the better that we will do.

Soft Skills Are the Real Skills – It's really not about the technical side of landscaping or maintenance or irrigation or snow. It's all about the soft skills. How do you have a tough conversation? How do you coach? How do you lead? How do you give corrective behavior tools and still have them appreciate and respect what you're doing?

10 Years Ago It Was Just Me, Now It's Eight Leaders – Marty talks about it a lot. 10 years ago, he felt like it was him, maybe one other individual from Grunder who thought like an owner. Now there's eight of us on the leadership team, and many managers feel the same way about having the ability to make a decision, the ability to run the ball.

Owner Math vs. Financial Knowledge – A lot of ACE members are great at owner math or napkin math. We know how many trucks are going out, we can tell by morning activity what we're at from a capacity standpoint. But my cash isn't matching my P&L. I have no strategy around debt servicing or liquidity. People are paying slower now. My AR days are higher than usual.

Profitability and Cash Flow Are Not the Same Thing – The profitability moves from your P&L to your balance sheet. It's an accounting equation. The more we understand those levers, the better we can operate, the better we can have conversations with our banker, our lawyer, our insurance agent, our vendors.

Red, Yellow, Green Client Rating System – Green means we love working with them, it's sustainable, profitable, enjoyable. Yellow, I don't know about these people, we might need to value engineer. Red, we're not making money, we're never making them happy, they're not referring us. Honor your contracts this year, but rate them and make a plan.

Spring Is When You Ask the Hard Questions – Every spring, we go back out on clients' properties and the question enters our mind: should we be doing this work for this client? When we're at our most stressed is when we really start to ask the most questions about our organization. That's normal and natural.

Nothing Worse Than Servicing a Red Client and Not Addressing It – To call that out is critically important. Say to the team, "Hey, we realize this is a red for us. We've got a contract, we're gonna stick to it, but we're aware and you're aware, so we'll make a plan another time." Acknowledge it.

Reflection Questions

If we keep using the same training systems and expect different leadership results, what's actually going to be different this year?

When was the last time you sat down with your accountant or controller and asked "Why are we booking this cost in this category?" to actually understand your P&L?

How many of your current clients would you honestly rate as RED if you used the green-yellow-red system right now, and what's your plan for next year?

Resources:

Time Management: Prepare Now or Pay Later - Win the Busy Season!

Marty Grunder — Wed, 11 Feb 2026 10:00:00 +0000

The busy season is around the corner and will expose the cracks in your systems. Prepare for the spring rush now with these tips from Marty Grunder on organizing your calendar, setting and focusing on priorities, planning ahead, and more to calm the chaos of spring.

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Episode Timestamps

00:55 - Proven Winners and Marketing Ideas

01:52 - The Busy Season is Coming

03:31 - Use Your Calendar as a Leadership Tool

04:02 - Sales Leaders: Proactive Client Communication

05:17 - Operation Leaders: Planning and Coordination

07:02 - Owners and Senior Leaders: Strategic Thinking

10:08 - Look Ahead & Reduce Surprises

12:03 - Doing Tomorrow’s Work Today

15:27 - Habits for Handling Pressure

18:48 - Prepare Now or Pay Later

20:29 - Please Share & Subscribe!

Key Learnings

The busy season doesn't create problems, it reveals them. If things feel chaotic in April, they were probably disorganized in February.

Your calendar is a statement of priorities. If something is not on your calendar, it's optional, and optional things don't survive a busy season.

The people who win the spring are the people who prepare in the winter. Things never slow down, they just change shape.

Sales leaders need three daily habits: prospect, nurture, close. Every day I prospect, every day I nurture, every day I close.

Without planning, you're not leading, you're chasing your tail. Operations leaders need time blocked for planning, crew coordination, equipment readiness, and problem prevention.

Somebody has to be thinking about tomorrow, next month, next year. If your calendar doesn't have any time for thinking as an owner, is that really where you want to be?

When pressure goes up, memory goes down. Write things down and capture commitments, or you'll forget customer requests while driving.

Your brain is for thinking, not storage. Clear your head daily before you go home so you can lead.

Simple beats fancy every time. One program with a couple bolt-ons at most, not 16 different programs on your iPad.

Prepare now or pay later. You can either prepare now and lead calmly, or react later with a raging river and out-of-control mess.

What to Calendar Right Now

SALES LEADERS:

Proactive client communication
Proposal review time
Relationship building
Daily: Prospect, Nurture, Close

OPERATIONS LEADERS:

Planning time (spring cleanups, construction, leaf season)
Crew coordination (who's on what crew, where)
Equipment readiness
Problem prevention (review last year's issues)

OWNERS & SENIOR LEADERS:

Time for thinking (staring out the window counts)
Reviewing the business
Talent development conversations
Planning for tomorrow, next month, next year

Resources:

Make It About Them: Grow 2025 Columbus Keynote Replay with Marty Grunder

Marty Grunder — Wed, 04 Feb 2026 10:00:00 +0000

This episode's a little different: we're bringing you Marty's keynote address that opened GROW! 2025 as we're onsite in Dallas, TX for GROW! 2026. Listen to hear Marty's take on growing a landscaping business. He shares the hurdles that stood in the way of growing Grunder Landscaping Co., how they overcame them, and what's ahead for businesses that are excited for the future.

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Episode Timestamps

01:53 - Keynote Intro

04:34 - The Importance of Growth and Community

07:53 - Personal Stories & Lessons Learned

13:48 - Early Business Challenges & Successes

20:42 - The Birth of a Speaking Career

21:40 - Financial Struggles & Family Values

23:03 - Lessons Learned Through Growth

27:33 - The Importance of Team and Client Relationships

29:40 - Creating a Positive Company Culture

38:40 - Please Like & Subscribe!

Key Learnings

Growth Isn't Linear – In my 41 years of business, I've found that growth isn't linear. It's not a straight line. It doesn't happen that way. And it's not easy. I'm a 40 year overnight success story.

Training Is an Investment, Not an Expense – The best way that you can grow a team is by making an investment in them. Sending them to something like this is way more than training. This is an experience. This is what can happen when you get around other risk-taking peers and let your hair down.

The Christmas Party I Threw for Myself – I spent a lot of money on a nice party at a fancy restaurant. An employee pulled me aside: "We had to buy nice clothes. Our pallets aren't as sophisticated as yours. Pizza and bowling would've been fine. Give us a cash bonus." Who'd I throw the party for? Myself. I made that party about myself.

Our New Mission Statement Puts Team First – Creating opportunities for our team to grow and succeed by enhancing the beauty and value of every client's property. The first sentence there, creating opportunities for our team to grow and succeed, that is our focus. Not about Seth, not about Marty, it's about the team.

Business Is Like Golf – You grab that club real hard and swing harder and the ball doesn't go anywhere. You hold the club like a bird and swing it real easy and it's amazing how far the ball goes. I'm hitting my five iron 30 yards longer. Business is the same way. When we try too hard, when we push, when we make it about ourselves, we lose.

$2.1 Billion in Combined Revenue in This Room – The combined revenue of all the landscape companies in this room right now is $2.1 billion. If we all leave here with our head on straight, with new ideas, making it about the team, not about ourselves, a rising tide raises all boats.

Don't Go to Dinner by Yourself – The only way you're gonna get in trouble with me here today is if you go to dinner by yourself. This is a warm, caring community that wants to help you. I don't care how big or small your business is.

Learn From the Little Guys Too – I got a buddy in a peer group with all these huge companies. Third year he quit. They were talking about captives, vacation houses, investments. He said, "I want to talk about where are you parking the truck and how are you maximizing that? How are you keeping those hourly workers?" There's secrets in those day-to-day struggles.

Stress Is Caused Because You're Out of Control – Look for ideas so you and your team can work together with less stress. Doesn't that sound fun? Stress is caused because you're out of control and you don't know what's going on. Get control of your business.

The First Four Letters of Culture – Remember, the first four letters of the word culture are what? Cult. Yeah. Grape Kool-Aid and spam sandwiches are okay here and there. Young people are like, what? Old people are like, that's funny.

Give to Everyone Who Asks of You – From the gospel: Give to everyone who asks of you and from the one who takes what is yours, do not demand it back. Do to others as you would have them do to you. That's a good message for all of us.

Reflection Questions

When was the last time you threw a party, celebration, or event for your team that was actually more about you than them, and what would your team say they really wanted instead?
If you made your mission statement truly team-first like "creating opportunities for our team to grow and succeed," what would you have to change about how you run daily operations?
Are you swinging the golf club too hard in your business right now, pushing and trying too hard to make things about yourself instead of letting it flow by making it about the team?

Resources:

How Small Actions Create Big Results in Your Business with Chris Psencik

Marty Grunder — Wed, 28 Jan 2026 10:00:00 +0000

In this episode, Marty Grunder and executive coach Chris Psencik explore how small, consistent actions compound into extraordinary results. Drawing from Captain Michael Abrashoff's leadership principles in "It's Your Ship," they break down practical applications across the Four P Framework: Platform, People, Process, and Profits. The conversation emphasizes that success in the landscape industry comes from mastering the details that most people overlook.

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Marty's Desk Pad

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Episode Timestamps

01:58 - Introducing Chris Psencik

03:50 - The Importance of Little Things in Business

05:00 - Book Discussion: Creating Owners & Leaders

08:37 - The Four P Framework

10:00 - Platform: Speed and Execution

14:49 - People: Training and One-on-Ones

18:01 - Process: Systems and Efficiency

18:54 - Proactive Client Engagement

20:02 - Analyzing and Improving Proposals

21:16 - Maximizing Software Utilization

22:19 - Bite-Sized Profit Strategies

23:22 - Overcoming Sales Challenges

25:17 - The Importance of Peer Groups

30:28 - Success Through Attention to Detail

33:40 - Sign Up for GROW 2026!

Key Learnings

Speed Kills (In a Good Way): When a customer is ready to buy, they have Google, ChatGPT, and a list of competitors at their fingertips. The companies that respond fastest win. Chris shared how many businesses complain about needing more sales when the real problem is response time. The calls are coming in. The return speed is the bottleneck.

Marty's Take: "Good things come to those who wait, but only the things left behind by those who didn't. Seize the day. What are you waiting for?"

Create Owners, Not Employees: Captain Abrashoff's transformation of the USS Benfold offers a blueprint for landscape companies. He turned a failing ship into one of the Navy's most productive by pushing decision-making down, creating clarity, and building relationships at every level. The key insight: you cannot scale by micromanaging. You scale by creating people who think and act like owners.

Chris's Perspective: "So many people think they can just white-knuckle those companies and grab their bootstraps and get their hands dirty. But once a company reaches a certain size, it takes successful people to really do that."

Leverage the Wins: Recognition does not require elaborate systems. A shout-out with a Payday candy bar. Acknowledging someone in a team meeting who embodied a core value. These small moments reinforce culture more than any policy manual. The mistake most companies make is not capitalizing on things going well.

Example from Marty: When a crew member spotted a drainage issue, reported it, and helped close a $3,800 sale, that story became a teaching moment about what "speed kills" means in practice.

Train When You Have Time, Execute When You Don't: Chris highlighted how Curtis Atkinson uses the winter months strategically. Instead of viewing slow seasons as downtime, he treats them as preparation time. His team enters spring ready to execute rather than scrambling to figure things out when revenue opportunities are highest.

The Principle: "Think with the end in mind. Where do we need to get? We need revenue. When do we want it? First and second quarter. What do I not want to be doing when my team should be outside pushing opportunities? Sitting in the office training."

One-on-Ones Are Non-Negotiable: Marty emphasized that skipping one-on-ones to "save time" is a false economy. Without a structured forum for team members to raise issues, leaders open themselves to constant interruptions. The meeting creates a container for problems to be solved on a schedule rather than putting out fires all day.

Key Questions to Ask: What did you struggle with last week? Where were the roadblocks? How can I help remove them?

Analyze Your Wins and Losses Annually: Chris shared his December ritual: reviewing every proposal, every closed deal, every lost opportunity. The goal is pattern recognition. If you proposed $250,000 in enhancements and the client approved $5,000, that conversation needs to happen now, not when you lose them next year.

Chris's Challenge: "If you, as a salesperson, are thinking that you don't have time to do those things, then you're not truly spending enough time focused on the relationship."

The First Quarter Wins the Year: Both Marty and Chris agreed: the seeds of success or failure are planted in Q1. By the time April and May arrive, it is too late to be asking "how do I get more sales?" The relationships, the pipeline, the preparation should already be in place.

Marty's Advice: "You should be out now making calls, getting in touch. People do business with people they know, like, and trust. Work on the relationships now. Yes, you're competing with Santa Claus, but you can still see people and develop relationships."

Relationships Matter at All Levels: Gene Freeman's philosophy at Complete Landsculpture became a recurring theme. This is not just about customer relationships. It is about relationships with team members, vendors, and the community. The companies that understand this create customers for life because clients never have a reason to shop around.

The Core Framework

How you do one thing is how you do anything. If you care about the details and the bite-size things, you will be successful. The little things are the big things.

Marty's Four P Framework provides the structure for applying this philosophy across every area of your business:

Platform: Your vision, mission, core values, and unique value proposition. Start every meeting with these. Recognize people who embody them.

People: Your team, vendors, subcontractors, consultants. Invest in training during slow seasons. Conduct regular one-on-ones.

Process: Systems that enable ordinary people to do extraordinary things. Maximize your software. Review and refine annually.

Profits: The byproduct of clarity on where you are going, the right people, and scalable processes. Focus on individual job costing, not just macro profitability.

Reflection Questions

How quickly does your team respond to inbound leads? What would it take to cut that time in half?
Review your 2025 proposals. What patterns do you see in wins vs. losses? What conversations need to happen before 2026 begins?
What "little thing" in your business has been neglected that could have compounding effects if you addressed it?

Resources:

The $40,000 Change Management Mistake & How to Use AI for SOPs with Kevin Keim

Marty Grunder — Wed, 21 Jan 2026 10:00:00 +0000

In this episode, Kevin Keim shares what he's learned in his career, the mistakes he's made, and the tips he has for landscape pros to create great SOPs and manage change in their organization. He shares tips for ensuring smoother transitions when you make a change and for documenting SOPs with low-cost (or free) tools.

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Episode Timestamps

00:30 - Introduction & Welcome

02:40 - Megan’s Background and Connection to Landscaping

04:52 - The Importance of Accountability

10:01 - Skill and Will in Leadership

11:56 - Practical Tools for Accountability

16:47 - Advice for Landscaping Business Owners

22:33 - What to Expect at Grow 2026

Key Learnings

My $40,000 Mistake: I Implemented Change Too Fast – I knew this from Dow, I just never did anything with it. It landed very differently after I made my first bungle, which cost about $40,000 in mistakes. That's just what I could calculate. I'm sure there was a lot more residual impact outside of that. The first thing I did when I came in was realize we needed to change our scheduling software. I rolled it out in three weeks. Big mistake.

The Five Steps of Change Management – First, create awareness. Why are we doing this? Second, desire. What's in it for me? Third, knowledge. How do I do this? Fourth, ability. Can I actually do this? Fifth, reinforcement. How do we make sure this sticks? Most people skip straight to knowledge without building awareness and desire first. That's where I went wrong.

Don't Stare at a Blank Screen, Just Start With Something – Whether it's change recipes or SOPs, just start with something. Starting is how you go do anything. We started on paper, flip charts literally, moved to a digital format, and then towards the end we took all of our SOPs and put them in ChatGPT and they could prompt and ask questions. Baby steps are okay as long as you've got that consistent change and you're communicating the vision.

Use ChatGPT to Build Your SOPs for Free – You can go into ChatGPT and say, "I'm the president of a $5 million landscaping company. I'm struggling with how to implement change and get SOPs and get more of my team on the same page. What would you suggest I do?" You will be amazed at the fire starters that come out of that conversation. You can upload documents, ask it to rewrite things in simpler language, create step-by-step guides.

An Employee Who Doesn't Know How to Do Their Job Leads to Burnout – An employee who doesn't know how to do their job leads to frustration, which leads to burnout, which leads to turnover, which is extremely costly. Not having an SOP, a documented one especially when you go to onboarding, is not an option. The biggest freeing moment we had was realizing that holding onto bad employees because you don't have a good onboarding process is what was holding us back.

Paint the Vision of What's In It For Them – You gotta paint the vision of what's in it for them. You gotta get them to understand how it can make it easier on them. People at your company don't want to show up and have you hand them a pack of papers with drawings and phone numbers in a three ring binder. It's all on their phone now. It's so much easier. But if you're used to using paper, it does take a while to get there.

Change Happens in Baby Steps With Consistent Communication – We started with flip charts, moved to digital, then to ChatGPT. Each step made sense for where we were. You don't have to go from zero to perfect overnight. As long as you're making consistent progress and communicating why, people will follow. I wasn't there every day, I was there a couple days a week. They needed to be able to action a plan when I was at a peer group site visit for three days.

How to Use AI for SOPs (Kevin's Process)

Step 1: Start Simple

Begin with flip charts or paper
Don't let perfect be the enemy of good
Laminated sheets work for younger employees too

Step 2: Move to Digital

Type up your flip charts into documents
Organize them in folders or shared drives

Step 3: Use ChatGPT

Upload your SOPs to ChatGPT
Train it on your processes
Employees can ask questions and get answers 24/7
Rewrite complex procedures in simpler language
Create step-by-step guides from existing documents

ChatGPT Prompt Example: "I'm the president of a $5 million landscaping company. I'm struggling with how to implement change and get SOPs and get more of my team on the same page. What would you suggest I do?"

Resources:

ACE Peer Groups
StrengthsFinder 2.0

Interview Series: Megan Parker on Leadership and Accountability in Action at Landscaping Companies

Marty Grunder — Wed, 14 Jan 2026 10:00:00 +0000

In this episode, Marty Grunder is joined by executive coach Megan Parker whose coaching has been instrumental in many landscaping companies' success and whose sessions at past GROW sessions have helped managers become the leaders their teams need. They talk about accountability as leaders and how to encourage accountability among their teams.

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Episode Timestamps

00:30 - Introduction & Welcome

02:40 - Megan’s Background and Connection to Landscaping

04:52 - The Importance of Accountability

10:01 - Skill and Will in Leadership

11:56 - Practical Tools for Accountability

16:47 - Advice for Landscaping Business Owners

22:33 - What to Expect at Grow 2026

Key Learnings

Accountability Is a $10 Word That Gets a Bad Rap – Accountability is one of those $10 words. It's a great word, but a lot of times I find that people don't really know what accountability means or how to do it. When you think of accountability, what word or feeling comes to mind? My guess is your reaction might not have been a positive one.

The Three Key Ingredients of Accountability – First, you have to have clear expectations. If we are not on the same page about how to plant a tree, then you can't hold me accountable for the way the tree was planted. Second, we need to have resources. I have to have the ability to do my job. Third, those consequences. If you and I are not clear on what happens as a result of a failure to meet those expectations, then you can't truly hold me accountable.

Skill and Will: Why Accountability Is So Hard – When I think about why it is so hard, I think about two things: skill and will. Does the person have the skill to do it? And do they have the will to hold someone accountable? Skill means do I know how to hold people accountable? Do I literally know how to have a conversation without flying off the handle? Will is, am I willing to hold people accountable, to be the bad guy, to worry about what people will think of me?

Flying Off the Handle Sends People Into Fight, Flight, or Freeze – You're gonna send people into fight, flight, or freeze mode. Everyone will have one of those three reactions. When you go into that mode without the skill to have that conversation, you're gonna send people into fight, flight, or freeze mode, and nothing productive is gonna come from that. That's why the skill part is really important.

A-Players Don't Want to Work With People Who Aren't A-Players – Do you want to work for someone who will not hold you accountable? The answer is typically no. The biggest issue with people who aren't pulling their weight is that other A-players do not want to work with people who are not A-players. Your best employees, your A-players, they want to be held to a high standard. They want to be held accountable, and they want others on the team to be held to that same standard.

The Pilot Never Says "Let Me Call My Supervisor" – Your expectation for the pilot is that they need to get a plane full of people to the destination safely. If you're flying through a storm, you can adjust altitude or fly around it. Never once have you ever heard the pilot say, "I need to reroute, but I need to call my supervisor and ask him." You don't want your clients feeling like the person who's on the site has to call back and get permission.

You're Worried About One Guy, But 28 Others Are Suffering – I had a coaching client with 29 employees. One has been with him since he started, a dear friend, but he's not pulling his weight. My client said, "He has a family." I said, "Yes, he does, but he's also the one that hasn't held up his end of the bargain. You're worried about one guy, but there's 28 other people that are suffering because of his poor performance." He never thought about it that way.

What We Tolerate Is What We Allow – As an owner, you're gonna lose your A-players if you allow other players to be held to a different standard. What we tolerate is what we allow, and we are going to lose key people who work for us if we allow others to be held to a different standard.

Your Prefrontal Cortex Isn't Developed Until Mid-to-Late Twenties – There's actually a lot of science behind this. Your prefrontal cortex in your brain is not developed until your mid-to-late twenties. That's why teenage boys are so expensive on insurance. Their insurance rates drop when their prefrontal cortex is fully developed in their mid-twenties.

Reflection Questions

If you asked yourself right now "Do I want to work for someone who will not hold me accountable?" What would your honest answer be, and what does that tell you about the standard you should hold your team to?
Who is the one person on your team that you're avoiding holding accountable, and how many A-players are suffering or might leave because you're tolerating that mediocrity?
When your team members are on a job site and face a challenge, do they have the latitude to make decisions like a pilot adjusting altitude, or do they have to "call their supervisor" and undermine their own credibility?

Resources:

What We'll Learn at GROW! 2026

Marty Grunder — Wed, 07 Jan 2026 10:00:00 +0000

In this episode of The Grow Show, Vince Torchia and Emily Lindley detail the planning that has gone into GROW! 2026, what will be different about this year's event, and how landscape pros can get the most out of this learning experience - whether they attend or not.

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Episode Timestamps

00:50 - Introduction to Grow 2026

02:04 - Insights from the Peer Groups

03:45 - Event Space and Logistics

04:50 - Changes to the Tour Schedule and Innovations

08:20 - Networking and Dining Rounds

10:27 - Maximizing Your Event Experience

14:18 - Ways to Follow Grow 2026

Key Learnings

We're Expecting About 1,000 More People Than 10 Years Ago – Complete Land Sculpture hosted this event 10 years ago in 2016. We had about 225 people. We might have a thousand more people than that for 2026. Gene and Chris have been to every Grow since 2016, so they have awesome ideas and know how they want their tour to run.

More Space Than Last Year—No Crowded Escalators – Last year we had an awesome event in Columbus hosted by Hidden Creek. We had a lot of late signups, which we loved, but there were some tight breakout rooms, tight space with sponsors at happy hours. Other than escalators working in Dallas, I am excited that we have larger space this year—more space in our main stage room, breakout rooms, and general function area.

The Tour Is Reinvented: Fewer Stations, More Time – Gene and Chris put together a really good tour schedule that involves less stations that are longer. So we have more time in stations, less movement of people, some more movement of presenters, and finally an actual formal walking tour of the facility. We've also taken some of those tour stations and brought them back to the hotel.

Divide and Conquer Breakout Sessions as a Team – I would set up a meeting two weeks before the event with all the people from your team who are attending. Look at the agenda, pick out which breakout sessions everybody's going to. What I would recommend is that teams divide and conquer. Don't all go to the same breakout session. Take your notes and come back together to share knowledge from all the different sessions.

Set a Pre-Event and Post-Event Team Meeting – During that pre-event meeting, talk about dine arounds, dinner reservations, what you want to get out of it as a team. Is there a specific challenge you're facing that you really want to find an answer to at Grow? After the event, do a debrief. Talk about breakout sessions, notes, takeaways, action items. Narrow down everything to five things you're gonna implement over the next year.

Think: Today, 30 Days, 60-90 Days – Think about what's one thing you're gonna get done today, what's low hanging fruit you can get done right away when you get back home. What's something you're gonna get done in the next 30 days? And then what's something you're gonna get done in the next 60 or 90 days? Make it a manageable to-do list so it doesn't just live in a notebook.

We Listen to 210+ Companies to Build the Agenda – We're always listening to not only what we're experiencing at Grunder Landscaping Company, but also taking a deep dive into the over 210 companies that we have in our ACE peer groups. We take into account all those meetings, conversations, accountability calls, and naturally things just bubble up to the top. We'll have more breakout sessions than we've ever had this year.

Resources:

Virtual Sales Bootcamp

Strategy: Setting Your New Year Up for Success

Marty Grunder — Wed, 31 Dec 2025 10:00:00 +0000

In this episode, Vince Torchia shares how he sees landscaping companies set their year up for success early with planning, refining messaging, defining the wins, and communicating all of this with teams. He shares the themes that have driven Grunder Landscaping's growth and messaging, and how to evaluate where your focus should be for 2026.

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Episode Timestamps

01:32 Setting Up for Success: The Importance of a Yearly Theme

05:05 Recognizing and Appreciating Your Team

09:45 Effective Communication Strategies for 2026

13:54 Conclusion and Upcoming Events

Resources:

Virtual Sales Bootcamp

Key Learnings

1. PICK YOUR THEME

What is your theme for 2026?
Is it a culture year? A sales year? An operational efficiency year?
There are no right or wrong themes
Think about 2025, think about what needs to happen in 2026
Kick it around with managers, leaders, salespeople
Examples: "Back to Basics," "Grow Maintenance," "Be the Buffalo"
How will you communicate it? End meetings with it? Recognize people for living it?

2. RECOGNIZE THE UNDERAPPRECIATED

Team Members: Who needs to feel the love? Thank you notes, praising in public, opportunities for advancement

Clients: Who never complains, always pays on time, refers business, but we take for granted?
Vendors/Subs: Who springs into action when we need them? Who's making things happen for our business? Host a luncheon, be top of mind for referrals, bring them a meal, recognize their team

3. CREATE YOUR COMMUNICATION PLAN

Put communication on your calendar for what's happening in the business

At Grunder: Monthly "Grow Meeting" - state of the union, all hands on deck, same message at the same time
Do you have monthly meetings? Scoreboards? Written communication in English and Spanish?
Chart the course so no team member ever has to ask: How are we doing? Where are we trending? What's the update?

Reflection Questions

If you asked your entire team right now "What's our theme for 2026?"—would they all say the same thing, or would you get blank stares?
Who are the three most underappreciated people in your business (team members, clients, or vendors) who deserve recognition but never get it because you're moving too fast?
If someone sits in the "back of the bus" at your company, how would they know where the business stands right now—and do they have to walk to the front and ask you, or is it communicated proactively?

Leadership: How to Use the Holiday Week as a Quiet Advantage

Marty Grunder — Wed, 24 Dec 2025 10:00:00 +0000

Happy Holidays listeners! In this episode of The Grow Show, Marty Grunder shares the routine he follows during a holiday week to make equal time for recharging, reflecting, and resetting. Make time for yourself and your loved ones, but don't miss the opportunity to set your 2026 up for success in this final week of the year.

Dorothy Lane Market

Stihl GTA 26 Cordless Pruner (Complete the challenge below to have a chance to win!)

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Episode Timestamps

01:47 - The Holiday Dilemma for Landscapers

02:32 - Managing the Week Between Christmas and New Year’s

05:03 - Recharge, Reflect, and Reset: The Three Buckets

05:45 - Five Practical Areas to Focus On

08:25 - The Grow Show Christmas Week Challenge

10:03 - Please Share & Subscribe!

Resources:

Virtual Sales Bootcamp

Key Learnings

How You Manage This Week Says a Lot About How You Manage Your Business – The worst thing you can do is let this week become a Netflix sit-around, eat junk, do nothing this week. That's not good. If you spend six to 10 hours the week between Christmas and New Year's, you'll return to work January 2nd seeing your business in a whole new focused way.

Resting Is Okay, Drifting Is Dangerous – I organize this week around three buckets: Recharge, Reflect, and Reset. Recharge is time with family. Reflect means looking at reality, the good, the bad, and the painful truth. Reset means making decisions—what will I stop doing? What will I delegate? What am I gonna double down on?

I Get to the Coffee Shop at 5:45 AM While My Family Sleeps In – I head to a coffee shop around 5:45 AM on the days they're open, even though I don't drink coffee, because I like that environment. I open my calendar, scroll month by month. What felt heavy? Where did we have callbacks? Where was I overwhelmed? I delve into Aspire, check dials, reports, numbers, because data doesn't lie.

All Planning Is Good, But Planning Only Happens When You're Intentional – You've heard me say this many times. All planning is good. Credit to Dave Sullivan from 1997. This process I'm sharing with you is planning. At some point you're gonna have to say, I'm getting my act together. This is that week.

Chaos Is Really Expensive, Order Pays Dividends – People come in my garage and they say, my goodness, what happened here? You could eat off the floor. It's always like that. I guess it's my OCD, but I just feel so much more in control when I have things organized. Chaos is really expensive, folks. Order pays dividends.

The Daily Rhythm for Winning This Week

Each Day:

One hour in the morning for yourself
One intentional family activity
One cleanup/reset task (amazing what you can get cleaned up in 30 minutes)
One written note about tomorrow's focus

Simple, powerful, repeatable.

Five Practical Areas to Focus On

Rest – Sleep a little more. Go to bed with a ritual. I use a natural sleep aid (not melatonin after reading a Wall Street Journal story about heart failure). Walk, read something uplifting (I like biographies, especially sports heroes), slow down, get steps in on my Garmin watch.
Gratitude – Practice some gratitude. Maybe a note or two to people who made my year possible: my spouse, my family, a key team member, maybe a vendor, maybe a client, maybe a mentor. People don't remember what you say, they remember how you make them feel.
Clean the Clutter – Your inbox, your garage, your truck, your office. What are all those things you can do to get more organized? I had a shelf next to my door that became a catchall. I put 30 minutes, cleaned up the shelf, threw stuff out, took stuff to Goodwill. My wife came home and said, oh my gosh, it looks so much better.
Set Your Q1 Goals – Not 10 goals or 20 goals. How about just three things you're gonna commit to improving.
Connect – I take someone I care about to breakfast or lunch. I send a message to my leadership team asking them what they want for the next year.

The Grow Show Christmas Week Challenge

The Challenge:

Pick one morning this week
Get out of your house
Bring your calendar or Aspire dashboard or LMN dashboard
Spend one hour reflecting, reviewing, and planning
Take a photo of yourself doing it
Post it on LinkedIn and tag Marty Grunder
Share one priority you're gonna tackle in 2026

Prize: One lucky participant will win a GTA 26 Cordless Pruner

What Marty Learned While Previewing the GROW! 2026 Tour of Complete Landsculpture

Marty Grunder — Wed, 17 Dec 2025 10:00:00 +0000

In this episode, Marty details what the Complete Landsculpture team shared during our tour session rehearsals that had him frantically scribbling down notes to help the team back at home. He shares what impressed him from this, and then what he's working with his own team to implement as a result.

Cookie Recipe

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Episode Timestamps

00:54 - Upcoming Grow 2026 Event in Dallas

03:29 - The Four P’s Framework

06:39 - Focus on Your People

08:41 - Process Excellence at Complete Landsculpture

12:20 - Insights on Procurement and Profits

14:03 - Sign up for Grow 2026!

16:09 - Please Share & Subscribe!

Resources:

Virtual Sales Bootcamp

Key Learnings

Every Presenter Mentioned Their Mission and Focus – Complete Land Sculpture's mission is to create complete outdoor client experiences and exceed those expectations. They're fanatical about it. Every single one of them mentioned that main focus in their presentation. Even HR mentioned that maintenance is their focus of growth right now. I was listening to people that weren't at the top of the org chart talking about the value of doing maintenance and the reoccurring revenue.

Your External Customer Service Will Never Exceed Your Internal Customer Service – When I see a company that offers good service, I know that the team is well managed. The team knows that people care about them, and that's just a byproduct of taking care of your team. The place oozes with consistency of the brand, the looks, the smells, the way the office and the shop and the grounds are set up.

They Give Clients a Weekly State of the Union Email – They communicate well with their clients, giving them a weekly state of the union email with full reports—amazing detailed reports with photos of how the job's gone. They do a complete budget, but then they put the budget into the months that they think their client could spend and they give them the budget. Many of their property managers struggle with that, so they try to make it easy on them.

Take 5-7 Clients to Lunch and Ask for Feedback – Scott said they take five to seven clients to lunch and ask them how they're doing, ask for feedback. It goes over well because it's five to seven clients that are in the similar industry, real estate, and they like talking with each other. He said, we know we're good and we don't have anything to hide. So we have a conversation with them about what we can do better.

Procurement Is Where Most Companies Waste Money – Xavier handles procurement for Complete Landsculpture. He didn't look at his slides, didn't look at his notes. Gene said, we can tell you know what you're doing. Xavier said, I don't have to look at them, this is what I do all day. It's not sexy, we just don't do it well. We waste a lot of money on it. We let our people go to Lowe's or Home Depot to pick up things when we should have a system in place with Site One delivering those things right before we need it.

We Went from 5 People in Procurement at $4M to 2 People at $18M – I thought we did procurement well until Seth came in here, our president, and he showed me ways we could use technology and put in a better system. I learned our system was terrible. We had five people involved at $4 million in revenue. Now we have two people involved at $18 million in revenue, and we got it humming by leveraging technology. For example, we don't drive around and pick up plants anymore. They get delivered.

Relationships Matter at All Levels – Scott said, listen, if one of our good clients has a dart league and they want a sponsor, we're gonna sponsor the dart league and we're gonna go throw darts. That's just kind of how they are. They go to where their clients are and they work with them. You're gonna see it clear as day that relationships matter.

Reflection Questions

If you asked every person on your team to articulate your company's mission right now, would they all say the same thing—and would they all mention your main focus area for growth?
How much money are you wasting on procurement because people are running to Lowe's or Home Depot instead of having Site One deliver what you need right before you need it?
When was the last time you took 5-7 clients to lunch together to ask for honest feedback—and are you confident enough in your service to say "we know we're good and we don't have anything to hide"?

Year-End Reflections: The Highs and Lows of 2025 of Grunder Landscaping

Marty Grunder — Wed, 10 Dec 2025 10:00:00 +0000

In this episode, Marty Grunder and Vince Torchia recap what 2025 looked like for Grunder Landscaping Co. and the ups and downs that we saw. There were some great wins and also some lessons learned, all shared in our best effort to help other landscaping teams.

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Episode Chapters:

00:54 - Landscape Pros Playbook Overview

01:48 - Reflecting on 2025: Wins and Learnings

02:19 - Platform: Culture and Growth

08:56 - People: Team Additions and Changes

18:02 - Process: Improvements and Challenges

21:14 - Profit: Financial Insights and Investments

26:56 - Looking Ahead to 2026

30:20 - Please Share & Subscribe!

Resources:

Virtual Sales Bootcamp

Show Notes:

We Added $4 Million and 40 People—Training Couldn't Keep Up – We grew a lot this year. We added $4 million in revenue and about 40 more people. When you grow like we have, you assume people know how to do things and you don't slow down enough to train them. We've gotta train better. We have a saying here that's trust the process, but you can say that as long as you understand the process. I think we have so many new people here, they don't understand the process.

Landscaping Isn't Simple When You Do This Many Transactions – We often hear from people or the inference is that landscaping's a simple business. I don't think it is when you do the number of transactions that we do. Now in lawn care, some of those transactions are $80 lawn apps and you have weather to deal with and all these people and complicated projects. There's just a lot, and when you grow and add new people, it takes a while for them to understand how to do things.

Our Peer Groups Give Us a Reality Check – The great thing about our peer groups is the barometer that we get out of almost 250 companies. That's closing in on one and a half billion dollars in collective revenue. When you're in those meetings and you hear what other people are dealing with, you realize you're not alone and you get perspective on what's normal versus what needs fixing.

Cash Management Requires Daily Review—Not Just Systems – The biggest thing I've learned this year was accounts receivable communication with the team. Yes, it's centralized and yes, we have a process for how we do it, but just because you are not involved in that collection does not mean you just get to put your arms up and be like, well, I'm not getting involved in that. Everybody on the team has to understand who owes money, why they owe money, and what we're doing to collect it. Nothing will ever beat daily review of cash in, cash out, and AR balances.

We've Learned More About Our Ideal Client This Year – We've done a fountain project, we've done a historical renovation of a property, we've landed more commercial snow work this year than ever before. We changed the mission statement to create opportunities for our team to grow and succeed. I think from a platform perspective, we are doing that through looking at our ideal client in a new perspective for the kind of work that we want.

Reading My 2014 Journal: The More Things Change, the More They Stay the Same – I went and found one of my old journals from 2014. I was 42 or 43 years old. I'm 57 now. It's amazing how many of the things are still the same. I wrote "look into Gallup's StrengthsFinder" and "sell more commercial work" and "add our fourth and fifth salesperson"—we have 11 now. The same issues, there's just more zeros after it. You do get better at dealing with the issues.

Mindset Matters More Than Systems – It's the mindset. You go in there in the morning with a smile on your face and a positive can-do attitude, there's a lot you can do with that. You go in there with a foul, nasty attitude and a frown on your face, and nobody wants to be around you. That's just another reminder—there is a lot that's changed, but there's a lot that stays the same.

Reflection Questions

If you hired 40 new people this year, what percentage of them truly understand "your process"—and what would happen if you assumed nothing and trained everything from scratch?
When was the last time you had a daily review of cash in, cash out, and AR balances—and does everyone on your team understand who owes money and why?
If you went back and read your journal or business plan from 5-10 years ago, how many of the same issues would still be there—just with more zeros?

How We Work Matters: Four Keys to Growing Through Referrals

Marty Grunder — Wed, 03 Dec 2025 10:00:00 +0000

Grunder Landscaping’s Cincinnati location recently secured a high-profile account simply because a prospect walked by one of their crews and was impressed—even though they couldn't see the actual work being done in the backyard. In this short episode, Marty breaks down the four key philosophies that turn job sites into referral generators, from treating your internal team better than you expect them to treat clients to consistently looking for the good instead of just pointing out problems.

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Episode Timestamps

00:57 - Site One Early Order Program
01:55 - The Importance of How We Work
02:22 - Securing High Profile Accounts
04:24 - Four Key Philosophies for Success
08:16 - Internal Customer Service > External
08:32 - Be Great At What You Want to See
09:38 - Be Present and Engage
12:43 - Look for the Good
14:36 - Training and Systems Matter
16:30 - Please Share & Subscribe!

Resources:

Virtual Sales Bootcamp

Key Learnings

Your External Customer Service Will Never Exceed Your Internal Customer Service – How you treat your team is how they're gonna treat your clients. If you treat your team poorly, you don't give them the tools they need, you don't respect them, you don't appreciate them, you don't have their paychecks ready on time—they're not gonna treat your clients well.

You Gotta Be Great at What You Want Your Team to Be Good At – I can't expect my team to wave at people, throttle down blowers when someone walks by, be kind, and wave at the competition if I'm not modeling that behavior myself. We teach our people to wave to people, to be polite, to look like they care. That starts with me.

Be Present and Bump Knuckles – I listened to a podcast with Corey Ballard who said you gotta get in there and bump some knuckles. You gotta be talking to people, firing them up, setting a good example, being present. When I'm in town, I go in early, I partake in our stretch and flex, I walk around with my nail apron stuffed full of candy. Lenin, one of our lawn care technicians, said "I missed you. I haven't seen you in a while." That made me realize showing up and being seen matters.

Look for the Good and Reinforce It – When I have my apron on and passing out candy, I often see things that are bad. Yesterday I saw a truck that hadn't been cleaned out, a bald tire, and a mesh gate pushed out. I took a picture and sent it to the managers, but I don't go yelling at people. I'm a cheerleader, I'm a knuckle bumper. I look for the good, reinforce that, talk about it in circles, and post pictures of good jobs.

The Exercise That Changes Everything

Marty closes with this powerful exercise he uses when working with groups:

The Question: Knowing what you know about landscaping, what would a crew have to do—to look like, to sound like—if they were working at the neighbors of your brand new vacation home in Florida that you just built because you did so well with your landscaping company? What would that team have to do to impress you to the point that you would want to call them and ask them for a quote?

The Magic: Write that all down. Now go do that. Just go do what you know you should be doing but you're not doing. You're gonna get referrals for your crews like we do. It's one of the best ways to grow a business.

What Impressed the Prospect

When the prospect walked by the Grunder crew, here's what they saw (even though they couldn't see the actual patio installation in the backyard):

Clean, clearly branded truck
Team in uniform
Pylons out
Wheels turned into the curb
Organized appearance
Polite crew members

Marty's First Truck Example: Even his 1974 Red Ford Ranger with Rich had a magnetic sign and was kept clean (despite the rusty spot). The principle applies regardless of truck age or condition.

Reflection Questions

If you walked by your own crew working on a job site right now, would you be impressed enough to call and ask for a quote—or would you keep walking?
When was the last time you were physically present during morning stretch and flex, bumping knuckles and handing out thank-yous to your team?
What's the ratio of "good" you point out versus "problems" you correct with your team—and what would happen if you flipped that ratio?

Gene Freeman & Chris Strempek: 34-Year Partnership, Scaling Complete Landsculpture & Hosting Grow 2026

Marty Grunder — Wed, 26 Nov 2025 10:00:00 +0000

Sign up for Grow 2026!

Chris Strempek and Gene Freeman have been partners at Complete Landsculpture in Dallas, Texas for 34 years. In this conversation, they reveal why they would've hired consultants and learned their numbers much earlier, how treating team members like owners transformed their culture, and what makes their partnership work after more than three decades together—essential lessons whether you're building a partnership, scaling your business, or just trying to figure out your next hire.

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Episode Chapters:

01:52 - Chris’s Journey: 40 Years from College Job to Company President

04:06 - Gene’s Story: 34 Years of Partnership

05:58 - Roles and Responsibilities for Gene & Chris

06:55 - Business Development at Complete Landsculpture

07:52 - Company Structure and Services

08:55 - Unique Value Proposition & Customer Service

11:31 - The 5-10 Rule

13:55 - Growth and Challenges for 2025

19:06 - What to Expect at Grow 2026

25:26 - The Opportunity to Challenge Our Team

26:20 - Labor Situation & H-2B Program

28:37 - Challenges in Staffing & Growth Opportunities

31:21 - Celebrating Team Success & Culture

34:47 - Time Management Tips

38:02 - Community Involvement and Giving Back

41:46 - Relationships Matter At All Levels

43:18 - Chris’ Leadership Style Over the Years

46:44 - Thoughts on Private Equity

52:11 - Advice to Younger Self

58:41 - Please Subscribe!

Resources:

Virtual Sales Bootcamp

Key Learnings:

The 25-Year-Old Me Needed a Consultant Yesterday – I would seek the advice of consultants and get help developing a real, executable, goal-oriented business plan. The biggest tendency for operators starting out is spending all your time as a technician, virtually no time in the entrepreneurial or visionary role. You can't articulate to team members what you don't know yourself.

We Didn't Know Our Numbers—Top Line Blinded Us – We just looked at top line. God, if we get to $4 million, we're gonna be on high cotton. We thought we'd be sitting pretty, wondering where we'd spend all the money. Not knowing your numbers, not knowing what you don't know, that held us back. Labor costs, material costs, ratios, overtime, indirect time—these KPIs are transcendent whether you're in Washington or Texas.

Treat Team Members Like Owners and Challenge Them – We empower our team to make decisions and think like owners. We've learned over the years that there are things we suck at, but we have rock stars in our organization who can take those areas well beyond what we ever could. We gotta get out of their way.

Don't Let Pride Get in the Way of Your Success – You've got to be willing to own your mistakes. We're far from perfect and we're seeing cracks right now. We try to acknowledge them, bring them forward, make them public, and learn from them. Make sure your team knows it's okay to make mistakes as long as you don't do it again - but we talk about it and learn from it.

Your Financials Tell the Truth Monthly—Look at Them – Take time once a month to go through your financials. A lot of times we just think of revenue, revenue, revenue. We're not looking at the fact that you're making less now at a million than you were at $800,000, or less at $2 million than at $1.5 million, because your costs rose faster than your revenue. Track your KPIs all the way through.

We Would've Built Career Paths and Replaced Ourselves Earlier – We would've laid out career paths, training programs, and focused on replacing ourselves much earlier. We needed to put more time individually and collectively into mentoring our team members. There are only so many hours in a day, and we had to learn to empower people earlier.

You'll Outgrow Your Systems Eventually—Be Adaptive – You'll outgrow your systems eventually, so you have to be adaptive. You need to recognize when you're losing control, when you can no longer manage it all. You can only attend so many meetings and have so much knowledge. That's when you have to trust others and delegate.

Our Peer Group Keeps Us Humble and Accountable – Being in a peer group with accountability partners where we do benchmarking together and are transparent with one another. Sometimes it's humbling to do that. But that transparency and willingness to be vulnerable is what makes us better. You can't let pride stop you from getting the help you need.

Reflection Questions

If you looked at your financials right now, are you making more profit at your current revenue than you were at a lower number—or have costs risen faster than revenue without you noticing?
What percentage of your time is spent as a technician versus an entrepreneur or visionary—and what would it take to shift that balance by even 10% this quarter?
Who on your team has strengths in areas where you're weak, and are you getting out of their way enough to let them exceed what you could ever do in that role?

The Landscape Pros Playbook: Your Year-Round Guide to Training, Pay, and Growth

Marty Grunder — Wed, 19 Nov 2025 10:00:00 +0000

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

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: efficiency losses when retraining crews, work you have to do yourself because nobody else can, clients stopping service due to quality issues. These are real costs that could be avoided if you raised wages.

Benefits Matter When People Hit 26 and Start Families – I get it—a 22-year-old on their parents' health insurance isn't thinking about benefits. But when that person turns 26, gets off their parents' insurance, and starts thinking about family, those benefits become very important. One of my favorite interview questions is when candidates ask about benefits, 401k, and vacation—that's someone looking beyond today.

Growth Creates Opportunities That Keep Your Best People – My mentor Mike Rory said 10 years ago: "Marty, the best reason to grow is you have so many good people pushing you. If you don't create opportunities for them, they'll leave." It took seven years to register, but now growth each year is mandatory because it enables us to create opportunities for our team.

We Promote From Within First—Always – This morning in our leadership meeting, we discussed hiring someone new but realized we have four internal people who could take the role. We're figuring out which is best. When new hires see Joe started on a crew and now runs the department, or Brent moved from operations to top salesperson—that shows a real career path.

Reflection Questions

If you looked at every client complaint, callback, and injury from the past 12 months—what are the top three training topics that would prevent those issues next year?
What is turnover actually costing you beyond replacement wages—in lost efficiency, manager time, client frustration, and work you're doing that someone else should handle?
Can your newest employee clearly explain the career path from their current role to the next level up, including what they need to do to get there and when opportunities typically open?

Your Business Superpower: How to Find It, Leverage It, and Scale with It

Marty Grunder — Wed, 12 Nov 2025 10:00:00 +0000

Marty Grunder reveals how to identify your personal superpower and spend 80% of your time leveraging it for maximum business growth. Learn the StrengthsFinder framework that unlocks hidden potential in your team, plus four practical tips to work more in your strength zone - even when you're doing it all yourself.

StrengthsFinder 2.0

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Episode Chapters:

00:00:30 Introduction and Welcome

00:01:04 Leadership Team Success

00:02:24 Understanding Superpowers

00:03:21 Marty's Superpowers

00:06:35 Brian's Journey to Success

00:09:35 Discovering and Leveraging Superpowers

00:11:42 Lily's Story: Finding True Passion

00:17:07 Practical Tips for Identifying Superpowers

00:20:25 Conclusion and Call to Action

Resources:

Virtual Sales Bootcamp

Grunder Landscaping Co. Field Trips — The Grow Group

Show Notes:

I Went from 40% to 80% Time in My Superpower – Prior to 2021, I spent about 40% of my time connecting and making sales. Today it's about 80%, and that shift has been an enormous difference in our business growth over the last four years.

My Superpower: Connecting People Into Business – My superpower is what I do better than 99% of all people on planet Earth: meeting and connecting with people and turning those relationships into business. My secondary superpower is maximizing opportunities.

Brian Davis: From Watering Plants to VP of Operations – Brian started watering plants eight years ago, got passed over for promotion, and quit. I brought him back, and his superpower—extreme attention to detail and organization—made him indispensable. Today he's our VP of Operations making excellent money.

My Daughter Discovered Her Superpower by Saying No – Lily had corporate job interviews in Boston but realized her superpower was helping people through social work. She canceled the interviews, and I watched her finally realize what she does best. Nothing is better than seeing your kid thriving and happy.

Strengths Give Energy, Weaknesses Take It Away – You can't just work on your strengths—it's a job, you have to do some weakness work. But understanding what gives you energy versus what drains you is critical to identifying your superpower and structuring your time.

Every Person Has a Superpower—Most Never Leverage It – I've studied successful people from all walks of life and read hundreds of business books. I've come to believe every person has a superpower. The problem is some of us never think about it that way or leverage it because we get caught in the daily doings.

What You Think People Should Do Isn't What They Want to Do – Watching my daughter helped me understand: what I think people should do and what they want to do aren't always aligned. You have to go with what the person wants to do. Feed that fire and watch them grow.

Reflection Questions

When you look at your typical week, what percentage of your time is spent on activities that energize you versus drain you—and what would it take to shift that ratio by even 10%?
If you asked your team, your spouse, and your mentors "What do I do better than almost anyone you know?"—would their answers surprise you, or would they confirm something you've been avoiding?
What's one task on your plate right now that you could offload (to a part-timer, virtual assistant, or AI tool) that would free you up to spend more time in your strength zone?

Interview Series: Training Your Team for Success with Matt Crinklaw

Marty Grunder — Wed, 05 Nov 2025 10:00:00 +0000

In this episode, Marty Grunder is joined by Greenius' Matt Crinklaw to talk about the mistakes that come from not teaching your team the skills that they need, experiments in how onboarding impacts success, how to successfully train your team, and the tools available to support landscaping companies in effectively training your team. Matt shares the different learning styles people have, tailoring training to what works for your team, the importance of training documentation, and the impact great training has on individuals and organizations.

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Episode Chapters:

00:59 - Meet Matt Matt Crinklaw: Journey to Greenius

02:53 - The Birth of Greenius

04:53 - The Importance of Training in Landscaping

09:10 - Understanding Adult Learning

11:13 - The Three Ways of Learning

19:23 - Career Pathways and Employee Retention

24:10 - Effective Training Setups and Greenius Benefits

27:31 - Avoid Costly Mistakes Through Training

30:19 - Getting Started with Greenius

32:56 - Common Mistakes in Training Programs

37:00 - Emerging Trends in Landscaping Technology

39:36 - Big Announcement from Grow & Greenius

43:12 - Sign Up for a Field Trip to Grunder

Resources:

Virtual Sales Bootcamp

Show Notes:

Training Gets New Hires to Productivity 40% Faster – I measured new hires against employees with one year of experience on 50 properties. The experienced employees were 40% more efficient. With proper training and onboarding, you can start that productivity race at the 30 or 40-yard line instead of zero.

Career Path Programs Cut Turnover by 30% – I've seen companies reduce turnover from 50% to 14% by creating documented career paths. When employees know exactly what boxes to check for promotions and higher wages, they stay because they're working toward something specific at your company.

Adults Learn in Three Ways: Read, Listen, or Be Shown – I've learned everyone gravitates toward one of these learning styles. At Greenius, we cover all three: videos you can watch, full narration you can listen to, and field checklists where you actually pick up the equipment and get checked off.

Documentation Is Your Lawyer's Best Friend – I tell contractors: your lawyer wants three things when there's an accident—documents, documents, and documents. Even a simple checklist where the employee and crew leader sign proves you had a training process in place if you're ever challenged legally.

Training on "Simple" Tasks Prevents Expensive Mistakes – I heard about a crew leader who told a new hire to fuel equipment with "blue fuel." The employee grabbed blue windshield washer fluid and filled all the blowers and trimmers. That one mistake cost $6,000 in repairs. At 10% profit margin, you need $60,000 in new sales to recover.

Use the Word "Technician" Instead of "Laborer" – I recommend building technician levels: Maintenance Technician Level 1 starts with garden beds and small equipment, Level 2 moves to larger equipment, Level 3 includes crew leader training. People want to apply for technician jobs, not manual labor positions.

Group Training Sessions Work for Initial Rollout – I ran maintenance training rodeos where everyone watched videos together in the morning, used the exam as a discussion point, then went to the yard in small groups with their crew leaders. We'd cap it off with a barbecue—entire division trained in one day.

On-Demand Training Solves the Mid-Season Hiring Challenge – I've seen this work perfectly: hire someone Friday, have them watch videos over the weekend, they show up Monday morning. The crew leader spends an hour running through checklists on site, and that new hire is up to speed by lunch instead of next month.

OSHA's Due Diligence Clause Requires Hazard Training – I always start with OSHA's requirement: make employees aware of all known hazards. Think about three categories: personal hazards (how can I hurt myself?), bystander hazards (how can I hurt coworkers or customers?), and property hazards (how can I damage things?).

Just Get Started—Perfection Kills Progress – I see contractors get overwhelmed trying to create the perfect training program and never start. My advice: commit to a program and build on it. Start with just your next five new hires, try it out, then expand to experienced employees.

Reflection Questions

If you measured your new hires against your one-year employees on the same tasks, what's the efficiency gap—and how much faster could training close it?
Can your employees see their career path on your wall right now? Do they know exactly what 20 things they need to do to become a crew leader and earn more money?
What was your most expensive training-related mistake this year (equipment damage, rework, injuries)—and could one hour of training have prevented it?

Interview Series: Barrett Chow on Taking Care of Your Team

Marty Grunder — Wed, 29 Oct 2025 09:00:00 +0000

Barrett Chow, Executive Coach with McFarlin Stanford, joins Marty to discuss why the green industry's approach to human resources is fundamentally broken—and how to fix it. Barrett shares the strategic framework that transforms HR from a cost center into a growth enabler.

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Episode Chapters:

00:30 - Episode Welcome

02:51 - Barrett’s Journey: From PGA Tour to Green Industry Coaching

04:23 - Why the Green Industry Is Different (And Better)

06:46 - Leaders Are Bringing in HR Much Earlier Now

09:34 - Why “People Operations” Eliminates the Grim Reaper Stigma

12:07 - Ways to Improve Your People Operations

16:29 - Transformational HR Practices

18:04 - Building a Positive Company Culture

23:06 - Defining Your Company’s Unique Value

24:14 - Creating an Inviting Workplace

25:10 - Managing Employee Engagement

27:28 - Promoting from Within

31:28 - The Importance of Stay and Exit Interviews

40:08 - HR Predictions for 2026

43:26 - Please Like, Share, Subscribe to the Grow Show!

Resources:

Virtual Sales Bootcamp

Show Notes:

HR Is a Philosophy, Not Just a Department – I heard the president of SHRM say "HR is not a department, it's a philosophy." Poorly run HR pits employees against the company, where people go to HR when they don't like a policy. That creates tension that's not needed. Well-run people operations creates strategic partnership.

Leaders Are Embracing HR Much Earlier Now – We're seeing leaders embrace HR a lot earlier in their business lifecycle. Before, you had to be $15-20 million with over 100 team members for it to make sense. Now we're bringing in HR professionals earlier so they get to build the foundation for a company to grow on versus trying to be an add-on.

Rebranding to "People Operations" Eliminates Stigma – At Lifescape I rebranded HR as "People Operations" because of the stigma—if HR is in the room, you did something wrong. There's a joke that I was known as the grim reaper: if Barrett asked you to bring your computer charger, you knew what was happening. Rebranding allowed people to see me in a different light.

COVID Shifted HR from Cost Center to Strategic Partner – COVID turned HR on its head. We're now seeing that shift from "this is a cost center" to "this is my strategic partner, this is strategic enablement for me to focus on areas in my business that I know nothing about." Owners themselves can be the biggest HR issue—that's where you need a partner.

Onboarding Separates Top Performers from Underperformers – The difference between your top performers and adequate performers and underperformers comes down to: did you set them up for success from day one? It's not just the first day or week—it's the first 30, 60, 90 days where you're continually checking in on expectations.

Stay Interviews Matter More Than Exit Interviews – Exit interviews tell you why people left, but stay interviews tell you why people stay. We should be asking our current team members regularly: What keeps you here? What would make you leave? What do you need from us? Don't wait until someone quits to have important conversations.

Your Workspace Should Be as Nice as Your Home – When you walk into someone's home, there's pictures on the wall, it's inviting, comfortable. But then you walk into someone's shop and it looks like a dungeon—cinder block walls, no windows. We should make our workspaces places people want to be, especially when we're competing with remote work options.

Promoting from Within Creates Loyalty and Culture – When you promote from within, you're showing your team there's a path forward. You're also ensuring the people moving up understand and embody your culture. External hires at senior levels can disrupt culture if you're not careful about fit and values alignment.

Compensation Should Be Transparent and Systematic – Team members should understand how compensation decisions are made. If you don't have a clear compensation philosophy, every raise conversation becomes a negotiation and creates inequity. People need to know: What drives increases? How often are reviews? What's the path to more money?

The Green Industry Gives Back Unlike Any Other – The makeup of our industry is unlike any I've really seen. We really do give back to not only the industry but to each other, more so than any other industry. Software can be pretty cutthroat, but this industry does an amazing job of coming together to share and grow with each other.

Reflection Questions

Do you view your HR function as a cost center or a strategic partner? Are you waiting until you hit 100 employees or $20 million to bring in people operations expertise, or are you building the foundation now that will support your growth for the next decade?
When was the last time you had a "stay interview" with your best people? Are you waiting for exit interviews to learn what's working and what's not, or are you proactively asking your current team what keeps them here and what would make them leave?
Would you want to spend 40+ hours per week in your shop or office? Walk through your workspace with fresh eyes—is it inviting, clean, and comfortable like your home, or does it look like a place people can't wait to leave?

GROW Host Interview Series: The Early Days at Grunder Landscaping Co. with Marty Grunder and Emily Lindley

Marty Grunder — Sat, 25 Oct 2025 09:00:00 +0000

Marty Grunder, founder of Grunder Landscaping Company and the Grow Group, sits down with his daughter Emily Lindley, the Grow Group's Content and Event Manager, to reflect on 30 years of the Grow Conference and the evolution of their $18 million landscaping company. From hosting the first Grow event with just 14 people in 1994 to today's conferences drawing over 1,000 attendees, Marty shares how staying stuck at $4.5 million for 12 years taught him the difference between being comfortable and truly scaling, why he once bought a racehorse with the dining room table money, and how his wife's unwavering support became as important to the business's success as any employee they've ever had.

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Episode Chapters:

00:30 - Introduction and Episode Overview
04:05 - Why Both Roles Feed Each Other (Not Harder to Balance)
06:45 - The Origins of Grow: Starting at Age 26 with 14 People
10:44 - “Say Yes to Get to $2M, Say No to Grow Beyond It”
18:42 - Dawn’s Rule: “Do One More Thing Before You Go Home”
19:40 - Cashflow Then and Now: “Paper Rich, Cash Poor”
22:47 - Peer Groups: Layering Best Practice on Best Practice
26:22 - “You Did Not Miss Big Things, You Were Always There”
32:55 - Stuck at $4.5M for 12 Years: The Wake-Up Call
36:59 - “Sometimes You Gotta Push, Sometimes You Gotta Trick ‘Em”
43:58 - “A Different Kind of Person Shows Up to Grow”
50:20 - Please Like, Share, and Subscribe!

Resources:

Virtual Sales Bootcamp

Key Learnings

Say Yes to Get to $2 Million, Say No to Grow Beyond It – What gets you to a million (adjusted to $2 million today) is saying yes. What gets you beyond that is saying no. I didn't know what the word "no" meant in the early days. We said yes to way more than we should have and didn't have the focus we have today on the right kinds of work.

The Basic Foundations Never Change – In many respects, it wasn't a whole lot different in the '90s than what we do today in terms of basic business strategies. I've always known you gotta have your clients happy. I've always known your best form of marketing is to do a great job. The quality and sophistication have evolved, but foundational principles remain the same.

Monkey Math Still Matters – I did a lot of "monkey math" early on - how much were my bills, what did I have in receivables, what was in the checking account? "To this day, that simplistic math equation is still one that I pay a lot of attention to." Even at $18 million, those basics still drive decisions.

Cashflow Problems Don't Disappear With Growth – We're paper rich and cash poor right now. Our cash flow today, to be blunt, is probably worse than when we were a lot smaller. A lot of our growth has come from commercial work that doesn't pay quickly. You front all the material, you're delayed, you can't get paid for it. When you push yourself to grow, you're getting into uncharted waters.

Larger Contractors Saw What I Couldn't See – Mike Rory, Todd Pugh, Jim McCutchen, and Frank Mariani came through Grow, asked what my sales were, and were speechless when I said $4.5 million. "They said, are you profitable? I said, heck yes. They said, what are you doing? You could do so much more than that." They saw the scalability I'd built but wasn't leveraging.

Sometimes You Gotta Push, Sometimes You Gotta Trick 'Em – I thought if somebody didn't come tell you they wanted to do something, you can't ask them to do it because they're not motivated. What I've realized is sometimes you gotta push on 'em, sometimes you gotta trick 'em - like asking someone to be a group leader for one Saturday without telling them it could lead to more.

Being Busy Means Saying Yes to Everything – In the early days, I would drive to pick up a check and take it to the bank, or call the bank saying payroll's coming out and I'm bringing a check in. I think anybody that tells you they've never had to deal with that, they're not pushing themselves. When you push yourself to grow, you're doing things you've never done before.

Spousal Support Is As Valuable As Any Employee – My wife has been just as much an important part of this business's success than any employee we've ever had by the support she has given us and our family to allow me to do what being an entrepreneur often forces you to do. She never said "don't you know what I'm doing with these four kids?" when I had to handle client emergencies.

Do One More Thing Before You Go Home – Dawn, our Director of Sales Operations, tells the sales team: when you're ready to sign off for the day, just look at your email inbox and task list and try to do one more thing before you head out. "You start doing one more thing before you go home, and in a week you've done five extra things. In a month you've done 20 to 30. In a year you've done 200."

You Gotta Have an Ego to Host Grow – I mean that in a good way. Jason Cromley has a giant ego, so do I. You think for one minute somebody like Jason Cromley or Taylor Milliken or Jeffrey Johns is gonna let anybody show up and leave not being blown away? We're not gonna do that. It's an opportunity to say thank you to our teams and make them realize they do special things.

Hosting Grow Forces You to Level Up Everything – The biggest thing hosting Grow enabled me to do was put my whole team on stage and tell the whole audience how proud I was of them and have everyone give them a standing ovation. That was the thing I remember most. It forced us to clean up every single thing and do significant projects.

Economies of Scale Are Real When You Scale Properly – You're spreading $18 million worth of revenue over, for the most part, the same overhead structure that you were at $4.5 million. We didn't build a bigger building (except a branch location). Yes, we have more leadership positions, but percentage-wise, we're not adding at the same rate - we're scaling and realizing incremental costs, not proportional costs.

Layer Best Practice on Top of Best Practice – We get an idea from someone in peer groups, implement it here, teach it to other contractors, they report back how they made the idea better. "You're literally layering best practice on top of best practice, and you're in the mode of continuous improvement where you're just constantly trying to get better."

A Different Kind of Person Shows Up to Grow – We've heard from sponsors and attendees that a different kind of person shows up to Grow. They're not here to party or get loaded or go to strip clubs at night. "They're here to learn. They're here to get better, and that makes me so proud. It's the cream of the crop in the industry - success-minded individuals pushing themselves."

Reflection Questions

Are you stuck at a revenue plateau like Marty was at $4.5 million for 12 years? What would someone from a much larger company see in your systems and infrastructure that you're not leveraging? Do you have the scalability built but aren't "going for it"?
What's your "one more thing before you go home" that could compound into 200 extra actions per year? Are you teaching your team this mindset, or are they comfortable stopping exactly at quitting time while growth opportunities slip away?
How is your spouse or family supporting (or not supporting) your entrepreneurial journey? Are you communicating openly about the sacrifices and wins, or are you keeping them in the dark about what it really takes to grow your business?

Facility Design Takeaways with Emily Lindley

Marty Grunder — Wed, 22 Oct 2025 09:00:00 +0000

In this episode, Emily Lindley talks about what she's seen from facilities as she's toured landscaping companies and previews what our GROW! 2026 attendees will see and takeaway from our tour of Complete Landsculpture.

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Episode Chapters:

00:00 - Episode Intro

00:44 - Exploring Various Facilities

02:10 - Complete Landsculpture Tour

03:06 - Adapting Spaces for Growth

04:49 - Innovate Facility Ideas

07:31 - Evolving Workspaces

09:51 - Career Path Signage

12:25 - Final Thoughts & Grow 2026!

Resources:

Virtual Sales Bootcamp

Show Notes:

Make Your Space Work for You – Complete Landsculpture built their facility in 2008 doing $8 million in revenue and now does $24.6 million out of the same space. They built with foresight into where they wanted the business to go, stayed flexible, and changed layouts to accommodate growth without adding new buildings.

Design Around Your Business Model – Both Complete Landsculpture and Hidden Creek have design showrooms where clients come to them to see sample materials, past project photos, and make final selections. This eliminates pain points of bringing trunk-loads of samples to client sites or needing multiple meetings when clients don't like initial options.

There's No Right or Wrong Way – Emily has seen fancy offices and bare bones ones focused purely on operations and efficiency. All the companies are successful - it's about knowing who you are as a business and making a decision that fits your brand and approach.

Use Vertical Space – Complete converted a disorganized storage loft into open-air collaborative workspaces by purging unnecessary items and finishing out the space. Grunder Landscaping did similar recently at their Miamisburg location - when you can't go out, look up at your vertical height.

Steal Great Ideas from Tours – Complete got their career path signage idea from Summit Landscape during GROW! 2023 tour. The signage hangs in the garage area showing career paths, pay ranges, and photos of team members who followed that path - proving opportunities aren't just talk.

Buy Space to Grow Into – Complete bought enough property in 2008 that they can add buildings if needed in the future. If you're looking at facilities or adding branches, having space to grow into is smart forward thinking, even if it's a best-case scenario that costs more upfront.

Three Lenses for Touring Facilities – When touring other companies, think about how the space makes life easier for the team, makes life easier for clients, and how it could make your own operations more efficient. Multiple different approaches can give you ideas you weren't thinking of for your own facility.

GROW! 2026 Preview – Complete Landsculpture will host Grow 2026, February 10-12 in Dallas, Texas. Early bird pricing (save $200 per person) ends November 1st at 11:30 PM Eastern, and that discount stacks with 15% off for bringing three or more team members.

GROW Host Interview Series: Ryan and Annette McCarthy of RJ Lawn & Landscape

Marty Grunder — Sat, 18 Oct 2025 09:00:00 +0000

In this episode, Marty reconnects with RJ Lawn & Landscape owners Ryan & Annette McCarthy who hosted the GROW! Tour at GROW! 2024 in Des Moines, IA. We hear about what's changed in their business since we visited, what challenges their business is currently facing, and what they've learned in their years in business.

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Episode Chapters:

00:00 - Episode Intro

02:31 - Meet Ryan and Annette McCarthy

03:28 - The Journey of RJ Lawn and Landscaping

06:12 - Working Together as a Married Couple

06:45 - Current Business Challenges & Achievements

15:14 - Leadership and Growth Insights

22:26 - Building Confidence and Leadership

24:31 - Reflecting on Personal Growth

26:02 - Learning From Mistakes

30:53 - The Impact of a New Facility

35:34 - Challenges and Triumphs of Women in Leadership

39:02 - Balancing Marriage and Business

43:27 - Please Share & Subscribe!

Resources:

Virtual Sales Bootcamp

Show Notes:

RJ's Growth Journey - Ryan started RJ 26 years ago with a previous partner. Lots of struggles and changes, but the last 10 years got real momentum. Grew from two guys with a pickup truck and mowers to 110 team members doing around $14 million. Annette joined business in the field when the company was 2-3 years old while in college, left to work for a construction company, came back to RJ in 2008 when they saw an opportunity to really make it go if they added layers like job costing and office support.
Current Year Challenges - Started rough with weather, down about $1.5 million in snow. Ryan: "How do you eat the elephant? One bite at a time. That's been our motto all year long." Had the wettest July in Iowa history, making construction project completion challenging. Building a 20,000 square foot warehouse with Ryan GC'ing project himself, which has taken more time than anticipated. Embarking on EOS which has been truly beneficial but hard - needed more decision makers within the company.
Major Change: Ryan Out of Sales - Since Grow 2024, Ryan has moved out of the sales role. The building facility has been a distraction for Ryan's time but helped push other people into sales. One of the existing team members has taken over sales, rolled out August 4th. Marty saw similar experience when he got out of the way - business was able to grow.
Their Roles: Visionary and Integrator - Ryan is CEO/President and visionary. Holdings company renamed "Random Holdings, LLC" with squirrel image because there's something new all the time. Supports production managers with industry knowledge. Annette is COO, in the EOS world called "integrator." Supports the team with systems, accounting, reporting on goals, figuring out how data can drive results. Also keeps the visionary in check - great to have lots of good ideas but sometimes gotta table some and focus on one first. He has the ideas, she figures out how to do them.
Working Together Professionally - Ryan focuses on staying in his lanes and keeping it professional. Doesn't get into accounting software thinking he should make journal entries. His focus has always been making sure it stays professional, not being the person colleagues complain about. Both stay focused on their tasks and communicate professionally. Ryan says seeing husband-wife relationships in the workplace that don't keep it professional "always felt very tacky to me and uncomfortable."
Leadership Lesson: Over-Communicate - Annette's biggest learning over 10 years: Everybody's not the same, and doesn’t think the same way. She used the Culture Index to understand this. She thinks very quickly and used to assume if she explained something once quickly, they were thinking exactly like she was. Realized that's not how it happens. She had to learn to slow down and explain everything to the nth degree even though internal drive is to go quick and fire away. Learning from other business owners through the peer groups about connecting with people in different ways instead of assuming just because she's thinking it means they're thinking it too.
Patience and Detail - Ryan also learned patience and detail. Years ago he used to be a yeller, understanding that's not productive. Always has the "Winning with Accountability" book in the back of his head because frequently he gets going so fast with thought process but hasn't explained all steps. Realized especially younger team members don't know what they don't know - if you don't tell them every step, you can't be mad at them afterwards. Taking training, explanation, job tickets to another level of detail has been the biggest improvement.
Evolution in Ryan's Leadership - Annette saw big change in even the content of what Ryan talks about. As they've grown, he's gone from talking to crew leads about equipment and landscape job details to talking with leadership team, production managers, assistant managers who need to understand the business side. They didn't go into the lawn and landscape industry to read financials or understand how indirect time is sucking money out of the company. Different conversations now. He’s grown more patient, yells less, and is finding ways to verbalize and explain why he makes decisions, which is developing their leadership team.
What They Don't Do Anymore - Before 2015, Ryan and partner did all pricing, nobody else. Never discussed hourly rates. Third to half of the company, they'd decide what to do every morning - no pre-scheduling. The manager would come in asking “what am I doing today?” with eight people waiting. Now they're upset if they’re not scheduled a week out. Also learned to stop shielding people from the bad stuff. They had a bad start to the year starting in the red, and finally told the team where they were at. Annette was trepidatious thinking they'd think "you guys are a bunch of idiots" but complete opposite - everyone said we can do this, started getting wheels in motion.
The Facility Investment - Four years ago they made a significant investment in their facility. They could have put a metal building on a gravel road for a third of the price but that's not what they were going after. This decision helped in recruiting, and has driven a lot of growth. Expanded parking lot twice, and have run out of parking for third time in six years. When meeting with a new vendor or client, almost every time they say "wow, your office is really nice." Stands them apart from competitors and tells clients they're not going anywhere - important when giving 10-year warranty on hardscapes.
Being a Woman in Male-Dominated Industry - Annette says it can be frustrating when she can say the exact same thing Ryan's going to say word for word and someone will ask "is there anybody else I can talk to?" She can get chippy about it or just get confident. Her internal dialogue, “Yes, I have the right answer, that's a you problem.” I'll give them to someone with a deeper voice. But it's not just about being a woman. People do this with younger people too - "oh you're a millennial." It's really easy to slide down that slope and inadvertently do the same thing based on something they can't control like age. Whether it's women, being younger, coming from outside industry - really just giving people a chance to show what they have to give rather than judging based on what they look like.
Keeping Marriage Strong While Working Together - Annette says they stay in their own lanes and respect what the other one does. Do they argue? Sure, don't always agree. But not in front of the team.Marriage is understanding you're not always going to think the same way, can have a conversation, at least see through the other person's eyes. They don’t carpool to work together. They both appreciate the 15-20 minute drive - finding that little thing to reset before home. Ryan says both were on the same page when younger that they wanted a teammate. Like a good teammate, they don't have arguments during “the game” - take that discussion to the right time, afterwards. If you want it to work and be successful, you have to have mutual respect.

Industry Trends: What's Happening Among Our ACE Peer Group Members with Vince Torchia

Marty Grunder — Wed, 15 Oct 2025 09:00:00 +0000

In this episode, Vince shares what he’s seeing across the five ACE Peer Groups he facilitates; the real-world growing pains companies are facing, how revenue mix is often being shaped by the market instead of leadership decisions, and practical ways to drive more accountability inside your business. He also invites listeners to take the next step and join us at ACE Discovery, where owners and leaders come together to learn, connect, and grow.

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Episode Chapters:

00:32 - Introduction: What Vince is Seeing Across 60 ACE Companies
01:13 - Growing Pains: Systems and Processes Breaking Down
03:15 - Growing Pains: People Need Better Training
05:37 - Your Mix of Sales: Market Control vs. Leadership Control
10:15 - Accountability Is Slipping Across Organizations
11:08 - Accountability Step 1: Look in the Mirror
12:00 - Accountability Step 2: Put Team Members in the Box
13:58 - Accountability Step 3: Vision, Focus, and the “Number One”
16:08 - Recap and ACE Discovery Invitation

Resources:

Virtual Sales Bootcamp

Show Notes:

Growing Pains: Systems Breaking Down - Companies growing post-COVID with more demand and better tools. Result: growth breaks systems and processes. Vince: "The systems that got you here won't get you to the next level." Solution: Identify 3-5 core systems/processes in each function (sales, ops, admin, finance). Review every 90 days. Where can technology help (meeting recordings, Zapier automations, ChatGPT)?
Growing Pains: People Breaking Down - Companies promote technically skilled people into management without soft skills training. They manage work instead of leading people. Grunder's solution: Refocused training through Grainus, one-on-ones, hip-to-hip field training. Ask your people: "Have I trained you to be successful? What support do you need?" Vince: "At a minimum, people will feel heard and appreciated."
Sales Mix: Are You in Control or Is the Market? - Are you controlling your business mix or letting the market control it? Are you focused on residential/commercial construction? Class A maintenance? HOA? The market pulls you into work that's not your ideal client or where you lack equipment/trained people. Vince: "That's about playing offense, not playing defense."
The Caveat on New Opportunities - Okay to pursue new work if demand is there - just focus on doing it well. Vince: "If it's a low risk experiment, let's go for it. We'll learn something." But pause first: "How can we be set up to do this well?" Commercial is more transactional, less relationship-driven than residential. Neither right nor wrong - just different.
Gross Margin Dollars Matter - Not every sale is created equal. Snow dollars are very different than maintenance dollars. If you planned for 50% margin but got pulled into lower-margin work, you're pulling down total margin. October question: "Are we in control of our business mix? If market is determining, pause to ask right questions to ensure we can deliver."
Accountability Is Slipping - Over 200 companies in ACE groups, but accountability is slipping across organizations. Vince: "Setting people up to be successful, holding them to what they've committed to - we are seeing that slip. It all starts at the top."
Accountability Step 1: Look in the Mirror - Marty's principle: "We want ourselves as leaders to be great at, we want our team to be good at." If emails, client responses, tucking in shirts matter, exhibit those behaviors daily. Vince: "We're never gonna be perfect, but we're gonna strive for excellence."
Accountability Step 2: The Box - Put team members in a box where they know where they win and lose. Flip the conversation from consequences to celebration. Three to five black and white metrics. If losing, support them. If winning, celebrate. Start with basics: Revenue, direct labor hours, materials.
Accountability Step 3: Vision and Focus - Lack of accountability stems from lack of focus. Lack of focus stems from lack of vision. Example from Completely Unscripted: Every team member has a "number one" thing they're focused on. Vince: "Talk about driving accountability." Their whole organization knows company priority: grow maintenance. Everyone across all departments knows the number one goal.
The Three Takeaways - (1) Growing pains are normal. Review systems/processes every 90 days. Look at training programs. (2) Control your business mix looking toward 2026. If going in a new direction, pause and make a plan. (3) Reintroduce accountability: look in the mirror, ensure the team knows how they win, ensure everyone knows your number one focus.

GROW Host Interview Series: Taylor Milliken of Milosi

Marty Grunder — Sat, 11 Oct 2025 09:00:00 +0000

In this interview, Marty Grunder is joined by Taylor Milliken to talk about changes that come when you grow a company and the journey from being a high-schooler striping lawns to now being an impressive, professional operation serving Nashville's growing market.

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Episode Chapters:

00:00 - Start

01:01 - A Heartfelt Thank You

01:50 - Meet Taylor Milliken

02:31 - Taylor’s Background and Early Days

05:13 - Building the Business

07:13 - Challenges and Lessons Learned

15:19 - Focus on Customer Service

18:22 - Balancing Innovation and Focus

19:49 - Embracing Peer Groups and Industry Advocacy

21:17 - Balancing Ideas and Implementation

23:32 - The Importance of Vision and Core Values

24:26 - Write This Down!

26:03 - Leadership and Empathy in Business

29:34 - Streamlining Technology for Efficiency

34:39 - The Power of Continuous Learning

36:41 - Future Outlook and Closing Remarks

Resources:

Virtual Sales Bootcamp

Show Notes:

The Strategic Reset: Going Backwards to Go Forward

The Problem (2023-2024): Revenue dropped from $14M to $13M

Got so focused on chasing sales that they forgot about current customers
Forward-thinking about next projects meant neglecting current ones

The Solution: "Sales needs to be a product of customer service"

Refocused on client experience first
CEO acronym: Clients, Employees, Owners (in that order)
Result: Record sales year (up 30%), biggest backlog ever for 2026

Hard Lessons That Stuck

The Property Line Disaster

First pool project - installed pool with property line running through middle of it, completely off client's property.

What Changed:

Never do projects without surveys (23 years, no repeat)
"If you don't know, you've gotta ask"
Led to checklist-based approach
Humility matters - admit when doing something first time

The Learning: "Professionalism is about being prepared for your client"

The Idea Filter: Stop Chasing Squirrels

Used to implement 50 things in 30 days after conferences. Nothing stuck.

Now runs every idea through:

Does this align with our 10-year and 3-year goals?
Does it align with core purpose and values?
Plus, minus, or neutral impact on clients and employees?

Key Quote: "Too many businesses optimize things that shouldn't even exist in our company" - The Science of Scaling

New Rule: Pick 3 priorities maximum. Master them before adding more.

Game-Changing Communication System

The 5-10 Rule

Email/call after 5pm → return by 10am next day
After 10am → return by 5pm same day
Even if you don't have answer, acknowledge receipt

The Friday Email (100% Eliminated Weekend Complaints)

Before leaving Friday, project manager emails client:

What we accomplished this week
What we're doing next week
Small tasks client can help with

Why it works: Customers spend weekends looking at work and developing questions. Proactive communication eliminates reactive complaints.

Accountability: All emails CC'd to management, part of PM evaluation

The Team That Challenges You

30-day controller Sherry: "Taylor, you have the team focused on too many things. We need to focus on just being great landscapers."

Response: Within 24 hours, brought to team, deprioritized immediately.

Leadership Principle: If your team can't tell you when you're off base, you either have wrong people or need to add someone who can.

Daily Standards

Trucks washed every day before going out

92-foot wash bay, 8 minutes per truck
"If you wanna know how a contractor's gonna take care of your backyard, look inside their truck"

Client meetings: Both decision makers must visit office for initial appointment

"If I spent $200,000 in my backyard without my wife knowing, I'd be in counseling"

Strategic Reading Approach

Minimum 4 books/year for all leadership and middle management

Quarterly company-wide book
3x/year department books
Book clubs for discussion

Taylor's Method: Read books aligned with when you'll need those skills

February: Sales books (before selling season)
July: Strategic planning books (before planning season)

Interview Question: "What book are you reading?"

Technology Philosophy

Running Aspire/Spire system
Eliminated redundant applications and double-entry tasks
Testing autonomous mowers (but "somebody has to own it")
AI for processes, scripts, marketing, takeoffs

Key Learning: Technology without dedicated ownership doesn't succeed

Nashville Market Competitor Agreement

Gentleman's agreement with 4-5 competitors:

Won't hire each other's employees without talking first
Share ideas over lunch
"Let the best company win" on projects
"I can lay my head down at night knowing I'm doing the right thing"

2026 Outlook

Setting sales records (up 20-30%)
Largest backlog in company history
Goal: Capture maximum market share before economists predict downturn (2030-2033)
Expansion: $1M acquisition + satellite location (southern Nashville)

Bottom Line

Happy clients sell the next job. Focus on who you're serving today, not just who you're selling tomorrow. Implement fewer things better. Surround yourself with people who'll tell you when you're wrong. Create systems that prevent problems before they start.

Operations: Understanding and Communicating on Production Hours - A Key to Profitability

Marty Grunder — Wed, 08 Oct 2025 09:00:00 +0000

Addressing a question we received from a listener, Marty Grunder talks about the importance of understanding how hours impact the profitability of a job, how he helps his team understand the impact they can have, and what they do to monitor and manage hours.

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Episode Chapters:

00:00 - Start
00:31 - Why Production Hours Matter: You Sell Time
03:09 - Get Off Paper: The Case for Software Systems
07:36 - The Estimation Standardization Meeting
09:54 - How Grunder Grew from $4.5M to $18M
12:31 - Finding Your Minimum Job Size & Profit Sweet Spot
14:00 - Start Simple: Taking Action on Production Hours

Resources:

Virtual Sales Bootcamp

Show Notes:

Core Principle: You Sell TIME

Every hour you pay for labor needs to be billable vs. unbillable (travel, training, loading/unloading, repairs, shop work). The sooner your entire team understands this, the better your financial performance.

Universal Language: Hours transcend language barriers. Sold for 110 hours, took 130 = No bueno. Sold for 110, took 105 = Bueno.

Get Off Paper, Get Software

Why It Matters:

Pay teams to serve clients, not push papers
Young workers expect technology - paper systems hurt recruiting
Impossible to scale or create sellable business with paper trails
Software eliminates human error, provides real-time data

Recommended: Aspire or LMN (far ahead of other landscape software)

The Chick-fil-A Test: Imagine writing your order by hand for someone to read before cooking. That's the inefficiency of paper systems.

The Estimation Standardization Meeting

Grunder's System:

Every other Wednesday, 3:30pm, standing meeting
~20 people (everyone selling OR producing work)
Review every job from last 2 weeks that went over OR under by 15%
Aspire filter automatically loads qualifying jobs

Why Review Jobs Over Budget:

Need equipment to improve production?
Weather/site conditions?
Drawing errors or bad notes?
Capture data for recurring annual work

Why Review Jobs Under Budget (Critical!): Example: Bid 80 hours, took 52 (28 hours under)

Maybe keep margin this time
Do extra work or give rebate
Most Important: Bid ~52 hours next year

Philosophy: When you overcharge, it comes back to you. Find the sweet spot: make money while delivering tremendous value.

Grunder's Growth Story

Revenue: $4.5M → $18M (4 years)

Primary Driver: Better pricing through hour analysis. Knowing specifically what to do MORE of and LESS of.

Key Discovery: Jobs under $7,500 very hard to profit on

New clients: $7,500 minimum
Existing clients: Will do smaller work (loyalty)

Meeting Culture

No personal attacks. Professional dialogue. Applaud teams for coming under, analyze why jobs went over, make adjustments, move forward.

Compensation & Equipment Decisions

Best companies tie pay to:

Job profitability (rooted in hours)
Hours worked
Onsite time

Hour analysis drives smart equipment purchases:

Snow removal sidewalk equipment (justified by hour savings)
Material handling buggies (through Workers' Comp grant)

Learn From Success AND Failure

Success leaves clues. So does failure. Sprinkle both lessons throughout your company to find patterns and common traits.

Start Simple, Scale Up

Grunder's First System: Dry erase board with green/red circles for good/bad hours. Primitive but it worked.

Today: Same concept using Aspire. The discipline matters more than sophistication.

Action Steps

Move to software (Aspire/LMN)
Establish bi-weekly hour review meetings
Track BOTH over and under performance
Record mistakes, adjust, move on
Analyze patterns for most/least profitable work
Adjust pricing based on actual data
Let hours drive equipment investments

Bottom Line: "If you don't know your hours, you're flying blindly." Production hours are where you make your money. Track religiously. Review regularly. Adjust constantly.

Interview Series: Six Month Check in With GROW! 2025 Tour Host Jason Cromley

Marty Grunder — Sat, 04 Oct 2025 09:00:00 +0000

In this episode Jason Cromley talks about the community he discovered by attending the GROW! Annual Conference, what it was like to host the conference, and what they've been up to in the six months since they hosted the tour during GROW! 2025. Jason shares how they're finding leads, what challenges the team is navigating this year, and what he hopes to see in the future for Hidden Creek Landscaping.

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Episode Chapters:

00:00 - Episode Intro

00:57 - The Importance of Walking & Routines

01:54 - Jason Cromley: Updates and Insights

02:56 - Reflections on Hosting Grow

07:02 - Sales Goals and Marketing Strategies

12:47 - Operations and Hiring Challenges

19:43 - Sales Challenges and Client Follow-Up

21:16 - Importance of Client Referrals

25:18 - Marketing Success and Peer Group Insights

26:51 - Operational Improvements and SOPs

28:05 - Role of a Fractional COO

31:30 - Networking and Industry Involvement

36:39 - Planning for Future Growth

38:56 - Final Thoughts and Conclusion

Resources:

Virtual Sales Bootcamp

Show Notes:

The Power of Walking: Marty emphasizes the importance of movement and walking for business leaders, describing it as essential for physical health and mental clarity. He shares his personal struggle with maintaining step counts but acknowledges walking as a "cleansing experience" that enables better thinking and decision-making.

Jason's Morning Routine and Recovery: Jason details his disciplined morning routine: treadmill at 5:30 AM, followed by 20 minutes in the sauna and cold plunge. This routine serves as his "sanity" and creates a "proactive brain versus reactive brain" - essential preparation before entering the office where he becomes more reactive to daily demands.

Post-Grow Event Reflection (180 Days Later)

The Immediate Aftermath: Jason describes the post-event experience as similar to "your only kid getting married" - a massive buildup followed by an empty feeling of "what are we supposed to do now?" The team experienced a brief identity crisis after such an intense preparation period.

The Real Value: Preparation Process: The most impactful aspect wasn't the event itself but the preparation process. Creating PowerPoints, preparing slides, and readying the facility generated immense pride throughout the organization. The preparation forced deep self-examination of company processes and aspirational thinking.

Vision Casting Through Presentation Prep: Jason asked his team post-event: "How amazing would Hidden Creek be if you guys did everything that you said in the slides you presented?" The response: "We'd be amazing." This revealed that the slides represented their ideal daily operations, unclouded by typical distractions and fires.

Financial Performance and Sales Pipeline

2024 Revenue Target vs. Reality

Goal: $27 million
Projected: $25+ million (falling short due to poor Q1 backlog)
Current Pipeline: $20+ million for 2025 (design-build only, excluding maintenance)

Lead Generation Success

Jason reports receiving more leads than ever in the company's 27-year history, attributing success to:

Custom Direct Mail Campaign: Targeted 5,000+ homes ($1M+ value, no pools, near golf courses)
Unique Mailer Design: Above-and-beyond piece that friends texted about, generating calls three weeks later
Results: Five design fees sold totaling $20,000+, each representing $250K-$350K projects
Google Pay-Per-Click: Expensive but effective for volume (though lower quality leads)
Referrals and SEO: 45 qualified leads in a single week

The Compound Effect of Reputation: Marty emphasizes that after 27 years in business, reputation creates momentum: "The work you're doing today is selling tomorrow's work." This compound effect of consistent quality and integrity becomes a significant competitive advantage.

Operational Challenges and Solutions

Hiring and Staffing Philosophy

Current Status: Nearly fully staffed with only one deficit
Strategic Approach: Taking time to find the "perfect fit" rather than panic hiring
Assessment Tools: DISC assessments for office staff, thorough reference checks
Reality Check: "When you do an interview, that is the absolute best that person will ever be"

The Growth Pain Paradox: Both Marty and Jason acknowledge that rapid growth creates personnel challenges. Some employees who were effective at smaller scales struggle with increased pace and accountability. This leads to "friendly separations" with people who can't adapt to higher performance standards.

Team Expectations and Standards: Jason uses the analogy that Hidden Creek is "the Ohio State football team" - they want to win the national championship every year, and everyone wants to beat them. This high-performance expectation means not everyone is a cultural fit.

Customer Service and Quality Control

The "Feeling Heard" Problem: Both leaders discuss recent customer complaints, identifying a common theme: clients didn't feel heard when issues arose. The problem wasn't necessarily the quality of work but the speed and quality of response to concerns.

Sales Follow-Through Issues: Marty identifies a critical gap: salespeople not maintaining client relationships post-sale. Example: Two cracked pavers requiring three client calls to address, with scheduling treating it as routine rather than emergency. The solution requires salespeople to either escalate properly or handle minor issues personally.

Client Visit Strategy: Jason implements Saturday morning job site visits with donuts, describing these as his "happy place" and "inner spirit." This personal touch reinforces quality standards and demonstrates leadership presence.

Strategic Improvements and Systems

Marketing Evolution: Jason credits improved marketing with lead generation success, specifically the targeted direct mail campaign that generated responses weeks after delivery, indicating recipients kept and considered the materials.

Standard Operating Procedures (SOPs): Focus on creating consistency across all departments:

Design Handoff Process: Eliminating the "figure it out on the fly" mentality
Project Startup and Closeout: Standardized processes across all teams
Unified Approach: Moving from independent business owners within the company to "franchises of Hidden Creek"

Fractional COO Implementation: Jason hired a fractional COO (one day per week) to:

Manage communication with four direct reports
Filter Jason's numerous ideas before they create organizational noise
Serve as a sounding board for major decisions (acquisitions, new locations, system changes)
Follow up on tasks and ensure accountability

After Action Reviews (AARs): Implementing military-style debriefs after every major project to assess:

What worked financially
What worked operationally
What worked in sales
Areas for improvement

This systematic approach to learning from both successes and failures drives continuous improvement.

Leadership Philosophy and Personal Balance

Jason's Guts and Determination: Marty praises Jason's courage in delivering the same presentation 17 times during Grow while recovering from knee surgery, maintaining family commitments (setting up kids at Boston College and Loyola Chicago), and continuing to prioritize his marriage.

The Inspiration Effect: Marty describes how Jason's example indirectly pushes him to maintain high standards in his own life and business, demonstrating the power of peer influence in the landscape industry community.

Future Vision: Mobile Office Concept: Jason's aspirational goal: a Mercedes bus with computers and TVs, allowing him to spend most days on job sites rather than in the office. This would enable direct client interaction and crew engagement while maintaining mobile productivity.

Industry Insights and Peer Group Learning

Economic Timing and Opportunity: Jason's peer group (12 major players from different metropolitan areas, combined revenue over $200 million) reports increased leads across all markets, suggesting favorable economic conditions that should be maximized.

Planning and Backlog Strategy

Both leaders emphasize the critical importance of:

Building backlog for confidence and proactive decision-making
Starting 2026 budgeting in September 2025
Selling through Q2 2026 by end of October 2025
Planning conversations about 2027 while executing 2025

Key Takeaways for Landscape Professionals

The Compound Effect

Reputation builds over decades through consistent quality work
Current work quality directly influences future sales opportunities
Word-of-mouth and referrals become increasingly powerful over time

Growth Management

Not everyone can scale with rapid growth - this is normal
Hire slow, fire fast when growth demands exceed individual capacity
Implement systems and SOPs to maintain quality during expansion

Client Relationship Management

Post-sale service often more important than initial sale quality
Clients primarily want to feel heard when issues arise
Salespeople must maintain relationships throughout project lifecycle

Strategic Planning

Start planning next year during current year's execution
Build backlog to enable proactive rather than reactive decision-making
Regular after-action reviews drive continuous improvement

Leadership Development

Personal routines and habits directly impact business performance
Peer groups and industry events provide inspiration and accountability
Balance personal life excellence with business achievement for sustainable success

Interview Series: Leadership in Landscaping with Vince Torchia

Marty Grunder — Wed, 01 Oct 2025 09:00:00 +0000

In this episode, Marty Grunder and Vince Torchia talk about the leadership traits they look for when adding to the team at Grunder Landscaping Co, how they manage planning conversations, and how great leaders push each other to get better.

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Episode Chapters:

00:00 - Episode Intro

01:03 - The Importance of Kindness in the AI Era

01:53 - Leadership Challenges and Concepts

03:01 - The Art of Effective Communication

07:15 - Procrastination & Decision-Making in Business

08:41 - The Value of Clear Vision and Mission

13:43 - Real World Leadership Examples

15:52 - Field Trips And Leading By Examples

18:10 - The Importance of Recognition

20:10 - Handling Tough Situations

25:38 - Team-Centric Leadership

29:03 - Please Share & Subscribe

Resources:

Virtual Sales Bootcamp

Client Communication Sample for Earth, Turf & Wood

Show Notes:

The Five Leadership Hot Buttons

1. A Leader is Someone Who Can Return a Serve

The Tennis/Pickleball Metaphor: Leadership requires the ability to engage in back-and-forth dialogue, not just receive orders.

What This Means:

Leaders need people they can "volley" with intellectually
Simply saying "okay" to every idea creates no productive exchange
Great conversations involve building on ideas: "Here's how I see that playing out from a production team perspective..."
You need people smarter than you in specific areas to grow

The Balance: Knowing when to stop volleying and take action. Some leaders love endless discussion; others cut conversations too short. Effective teams find the rhythm between exploration and execution.

Organizational Impact: Without people who can engage meaningfully, growth stagnates. Companies need administrators for order-taking, but leaders for strategic development.

2. "I've Never Done That Before" - Overthinking and Procrastination

The Problem: Analysis paralysis prevents growth and opportunity capture.

Root Cause Analysis:

Procrastination typically stems from lack of clear organizational filters
Companies without clear vision, mission, values, and strategy can't quickly evaluate opportunities
Fear of failure leads to endless "what if" scenarios instead of action

The Solution Framework:

Develop clear organizational filters for decision-making
Ask: "Does this align with our strategy? Does it go through our filters? Can we execute this quickly?"
Create systems that allow rapid yes/no decisions

Real Example: Marty's Cincinnati expansion happened because his team (Vince and Seth) provided the confidence and framework to move beyond "I've never done that before" thinking.

3. What You're Doing Speaks So Loudly I Can't Hear What You're Saying

The Challenge of Distributed Teams: Unlike a grocery store manager who can walk the entire operation in 30 minutes, landscape companies have teams scattered across multiple job sites with minimal supervision.

Leading by Example Systems:

Maintain high standards at headquarters (tucked shirts, clean trucks, organized spaces)
The principle: "How we do anything here represents how we do anything on a job site"
If you don't properly maintain your own workspace, how can you be trusted with client properties?

Recognition Practices:

Catch people doing things right, not just correcting problems
Regular team meetings for public recognition
Personal notes and acknowledgments for consistent performers

The Connection: Team members understand that headquarters standards directly translate to job site excellence.

4. How Do You Perform When It Gets Tough?

The "Don't Let Them See You Sweat" Principle: Leaders are constantly observed, and their emotional state affects the entire team's performance.

Managing Leadership Pressure:

Understand that your mood immediately impacts team morale
Have trusted advisors (like Vince to Marty) for processing frustrations privately
Avoid discussing cash flow problems or personal financial stress with the team
Use techniques like delaying difficult conversations until you can respond thoughtfully

When to Show Intensity: There are appropriate times to "up the ante" - like Marty's example of laying out all the metal items that damaged equipment because team members weren't following procedures.

The Support System: Leaders need people they can call at the end of tough days to process challenges without undermining team confidence.

5. When You Make It About You, You Lose; When You Make It About the Team, You Win

Language and Mission Alignment:

Shift from "I" language to "we" language consistently
Make decisions based on team benefit, not just owner benefit
The team can immediately detect when leaders are being self-serving versus team-focused

Practical Applications:

Mission statements should focus on creating opportunities for team growth
Leaders should engage in tasks they expect from others (Marty cleaning bathrooms)
Avoid monopolizing conversations or making everything about the owner's perspective

The Detection Factor: Teams have an uncanny ability to sense authentic versus self-interested leadership. Consistent demonstration of team-first thinking builds genuine followership.

Practical Implementation Framework

For Business Owners:

Develop Clear Filters: Create vision, mission, values that enable rapid decision-making
Build Volleying Partners: Hire and develop people who can intellectually engage, not just execute
Establish Support Systems: Have trusted advisors for processing leadership challenges
Model Expected Behaviors: Demonstrate the standards you expect from others
Use Team-Focused Language: Consistently speak in terms of collective benefit

For Emerging Leaders:

Practice engaging in meaningful dialogue rather than just agreeing
Develop comfort with uncertainty while maintaining decision-making capability
Build emotional regulation skills for high-pressure situations
Focus on team outcomes rather than personal recognition
Seek mentors who can provide honest feedback and support

Cultural and Operational Impact

The Nice People Philosophy: In an increasingly impersonal world, treating people with kindness and respect becomes a competitive advantage and foundational business practice.

Scalability Insight: As companies grow (Grunder went from $4.5M to projected $18M), the need for these leadership principles intensifies because direct oversight becomes impossible.

The Recognition System: Regular team meetings, individual acknowledgments, and systematic appreciation prevent good performers from feeling taken for granted.

Interview Series: Jarod Hynson on Growing a Landscaping Business

Marty Grunder — Wed, 24 Sep 2025 09:00:00 +0000

Jarod was an early member of our ACE Peer Group Program and has been a longtime friend. In this episode, him and Marty reminisce on their businesses and where they started, how things changed, and what that journey looked like. They talk about the services they've offered and how that's changed as they've refined their businesses, how their roles have changed over time, and what drove each of those changes.

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Social Media Accounts for Earth, Turf & Wood
Facebook

Twitter/X

Instagram

Episode Chapters:

00:00 - Episode Intro

01:45 - Meet Jarod Hynson

03:57 - The Importance of Family

07:10 - Balancing Business and Family

09:22 - The Evolution of Earth, Turf & Wood

17:27 - Building a New Facility

22:54 - Client Relationships & Sales Process

25:02 - Key Standard Operating Procedures

25:53 - The Importance of Setting Appointments

28:03 - Leadership and Team Processes

29:44 - Safety Meetings & Team Pride

31:36 - Client Communication Strategies

36:08 - Reflecting on Business Mistakes and Growth

37:24 - The Value of Peer Groups and Networking

42:38 - Planning for the Future and Exit Strategies

47:04 - Please Like, Subscribe and Share!

Resources:

Virtual Sales Bootcamp

Client Communication Sample for Earth, Turf & Wood

Show Notes:

Key Business Transformation

The Leadership Shift: Jarod realized he was being a manager (doing yesterday's work faster/cheaper) instead of a leader (finding right people, agreeing on vision). This pivotal insight from Seth Godin's video changed his entire approach from working 70-80 hours to building systems.

Design Fees as Filters: Started charging upfront design fees and pre-construction retainers. "If they weren't gonna give us the construction retainer, they probably weren't gonna go with us." This qualified serious prospects and protected valuable time.

"Can't Cheat the Process": Messiah University soccer coach's quote on his wall reminds him that shortcuts always lead back to problems. Consistency in processes is non-negotiable.

Systems That Drive Success

Client Communication Excellence:

The 5-10 Rule: All communications returned by 10am next day (after 5pm) or by 5pm same day (after 10am)
Friday Progress Emails: Project managers email clients every Friday with week's progress, next week's plan, and client action items - eliminated weekend complaint emails
Both Decision Makers Required: Initial appointments must include both spouses at office during business hours

Quality Standards:

Daily truck washing in 92-foot wash bay: "You wanna know how a contractor's gonna take care of your backyard? You take a look inside the truck"
Overhead Recovery System: Didn't learn this until year 7-8, were "losing money when we thought we were making money"

Building and Branding Strategy

The $20,000 Square Foot Facility: Originally planned 12,000 sq ft, but peer group input expanded to 20,000 sq ft. Client reaction: "I know the level of detail that went into this building is gonna go into my backyard." Built during COVID at 3.15% interest.

Ideal Client Profile: Busy business owners/executives who want quality work, don't micromanage, and "realize the value for dollar spent." As peer Brett Ogden said: "We're the highest price company in our market. I can't sell to people that don't care about landscape."

Leadership and Growth Philosophy

Team Development: Brought key managers to Grow conference and told them "I don't wanna see you for 48 hours - go learn from others." They returned energized with actionable ideas.

Peer Group Value: Used peer group member David Cordell to help interview landscape architect replacement. "Your answer is there [in peer groups]. You just gotta go get it."

Lee Buffington's Career Framework: "First 10 years finding your way, next 10 improving processes, last 10 reaping rewards for what you built."

Exit Strategy and Delegation

The Two-Week Test: "If you can't leave and go on a two week vacation and not touch your phone, you don't have the team in place." Jarod passed this test and is building toward early-to-mid 60s retirement with 90% execution by others being acceptable.

Bottom Line: Success came from shifting from doing everything himself to building systems, processes, and teams that deliver premium results consistently while maintaining work-life balance and family priorities.

Marketing: Organic Social Media Presence

Marty Grunder — Wed, 17 Sep 2025 09:00:00 +0000

In this episode, Emily Lindley shares three tips for landscaping companies to put a focus on their organic social media presence. She shares tips for planning out content, securing your account, and also ideas for content that will appeal to your clients.

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Episode Chapters:

00:00 - Episode Intro

00:32 - The Power of Professional Landscaping

02:34 - The Importance of Organic Social Media

05:00 - Consistency in Social Media Posting

08:43 - Securing Your Social Media Accounts

12:44 - Creating Engaging Content

18:35 - Upcoming Events

Resources:

Virtual Sales Bootcamp

The Power of Cleanliness in Landscaping (Youtube Episode)

Show Notes:

Social Media Influences Business Decisions – Emily's personal home building experience showed how impressive social media presence nearly swayed her decision: "It was a little hard for me not to go with them... just the work that they do is so beautiful and they do such a great job of photographing it."
Social Media as Trust Builder – Strong organic presence provides social proof through client comments and engagement: "Are the clients like raving about them, past clients, raving about them in the comments? It's just that social proof that we're always looking for."
LinkedIn Offers Best Organic Reach – "You can get a lot of organic traction on LinkedIn still, in ways that it can be harder to on Instagram and Facebook without having some paid ads in the mix."
Consistency Over Frequency – Better to post 3 times per week consistently than post daily for a week then disappear for two weeks. "You do need to have some consistency there."
Content Spacing Strategy – Don't release all content at once when excited. Space it out over time to maintain a regular posting schedule and maximize reach.
Account Security is Critical – Use unique passwords, two-factor authentication, and limit admin access. "I've seen it happen to restaurants... who have had their account held hostage and then have had to recreate a new profile."
Admin Access Best Practices – Have at least two admins per account, use company phone numbers for 2FA, and remove access immediately when employees leave.
Focus Content on Client Benefits – Successful companies focus on "what their target audience cares about and what they wanna see... talking about what they can do and what they can bring to the table."
Seasonal Content Strategy – Address current issues clients are seeing: watering reminders during drought, brown patch fungus, box tree moth infestations, and maintenance solutions.
Educational Content Works – Explaining problems and solutions builds expertise credibility: "Let our team come out and diagnose it for you. And then our lawn care specialist can also bring a solution."

The Three Focus Areas for Organic Social Media

1. Consistency in Platform Choice and Posting

Platform Priorities:

LinkedIn (best organic reach, reaches both commercial and residential clients)
Instagram and Facebook (secondary priorities)
TikTok (higher production bar but valuable for some companies)

Posting Schedule:

Commit to sustainable posting frequency (3-7 posts per week)
Space content out rather than posting everything at once
Maintain consistency over time rather than sporadic bursts

2. Account Security and Admin Management

Security Measures:

Unique passwords for all accounts
Two-factor authentication with company phone numbers
At least two admins per account as backup
Verified accounts for extra security layer

Admin Access Protocol:

Only give admin rights to people who need to post/respond
Choose admins who are security-conscious with personal accounts
Remove access immediately when employees leave
Use company-owned phone numbers for 2FA setup

3. Client-Focused Content Strategy

Content Guidelines:

Focus on client benefits and outcomes
Address seasonal issues clients are experiencing
Use educational approach to build expertise
Show problem-solving capabilities

Current Seasonal Content Examples:

Watering reminders during drought conditions
Brown patch fungus identification and treatment
Box tree moth prevention and solutions
Maintenance value demonstrations

Practical Applications

Audit Your Current Strategy – Review which platforms you're using and whether you can maintain consistent posting on all of them. Focus on fewer platforms done well.
Implement Security Measures – Set up two-factor authentication, audit admin access, and create backup admin accounts immediately.
Create Content Calendar – Plan seasonal content around common landscape issues in your area. Address problems clients are currently seeing.
Document Admin Procedures – Create checklist for removing access when employees leave to prevent security gaps.
LinkedIn Priority – If starting social media or adding platforms, prioritize LinkedIn for organic reach potential.
Client Perspective Planning – Before creating content, ask "What would my target client care about seeing right now?"

Content Strategy Insights

Problem-Solution Format – Address issues clients are experiencing (drought stress, fungal problems, pest damage) and position your services as solutions.
Maintenance Value Communication – Show existing clients how your proactive treatments prevent problems their neighbors are experiencing.
Seasonal Timing – Plan content around weather patterns and common landscape issues for your region and time of year.
Visual Documentation – Use before/after photos and videos to demonstrate expertise and results.
Educational Approach – Build trust by explaining problems and solutions rather than just showcasing completed work.

Leadership: 5 Essential Focus Areas for Landscape Business Leaders

Marty Grunder — Wed, 10 Sep 2025 09:00:00 +0000

The devil is in the details, and smart leaders know that the hardest part of their job tends to be consistency. In this episode, Marty shares 5 things that landscaping company leaders need to be doing or thinking about in order to be successful in their roles.

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Marty's Tips on Planning Ahead (Youtube Episode)

Episode Chapters:

00:30 - The Power of the Family Group Chat

02:12 - The Importance of Generating Business

03:35 - The 5 Things Every Landscaper Should Focus On

04:01 - Breaking Down Efficiency Rating

05:31 - Have Consistency In Your Brand

06:55 - The Social Media Test

10:00 - Cleanliness Standards

10:18 - A Leadership Lesson From Pam Morris

14:12 - Team Member Wellbeing

17:20 - The Rehire Question

19:53 - Playing Favorites and Accountability

20:35 - Leaders, Check Your Ego

21:45 - Know Your Strengths & Weaknesses

23:20 - Recap of the 5 Areas to Focus On

Resources:

Virtual Sales Bootcamp

Show Notes:

Efficiency Rating as Universal Language – Calculate budgeted hours divided by actual hours. "If you bid a job for 150 hours and it took 140, that's good. That's bueno. If you bid 150 and it took 175, that's bad. No bueno." Everyone understands this metric regardless of language barriers.
Aspire Software Integration – Green tickets mean you're profitable, red tickets mean you're losing money. "It's a rally cry for sure... it's an amazing way to stay on top of that." Visual dashboard makes efficiency tracking simple.
Brand Consistency Builds Recognition – 30 years with the same logo in Dayton created strong brand recognition. "If all of our trucks were a different color, if we got burnt on our saddle and decided to change the look... we would not get there to that point."
Branding Is Everything You Communicate – "Your branding is everything that communicates who you are and what you do. It's the sensory stuff... What does someone feel, hear, touch, and even smell?"
The Social Media Test – "Go back and look at your most recent social media post... Ask yourself, what would a complete stranger take away from that post? Would your post make a prospect want to call you and hire you?"
Pam Morris Leadership Lesson – Former CareSource CEO's response to "your expectations are too high": "Somebody around here better have high expectations." CEOs shouldn't apologize for demanding excellence.
Focus Time on Top Performers – "We spend way too much time on mediocre performing employees, and when you do that, you take time away from your best ones." Avoid taking good performers for granted.
The Rehire Question – Mentor Ed Apley's advice: "Given what you know about this person now, if you had an opportunity to rehire them, would you? If the answer is no, what are you waiting for?"
Playing Favorites Is Honest Leadership – "If you do what I like, I like you and you're my favorite. If you don't do what I like, I don't care for it. You're not a favorite." Good managers naturally favor good performers.
Leaders Must Be Great at What They Expect – "You gotta be great at what you want your team to be good at. The more you make success about you, the less success you will have."
Know Your Strengths and Weaknesses – "No one at our company is better at running a meeting with a client than I am, and no one is worse at putting in a patio for a client than I am."

Practical Applications

Implement Efficiency Tracking – Use software that provides visual indicators of job profitability. Train the entire team to understand the metric.
Conduct Brand Audit – Review all customer touchpoints (trucks, uniforms, social media, office) for consistency. Eliminate mixed messages.
Lead by Example on Standards – If you expect cleanliness and attention to detail, demonstrate it personally through your actions.
Time Allocation Analysis – Track how much time you spend with A players vs. C players. Reallocate to invest more in top performers.
Regular Team Assessment – Apply the "would I rehire them?" question quarterly to ensure you're not carrying underperformers too long.
Strength Zone Recognition – Clearly define what you're best at and what you're worst at. Communicate this to the team so they know when to engage you.

Leadership: The Impact of Procrastination on You and Your Business

Marty Grunder — Wed, 03 Sep 2025 09:00:00 +0000

Procrastination can be a silent killer in your business and in your personal life. In this episode, Marty talks about how procrastination holds people back and the impact of not procrastinating.

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00:00 - Episode Intro

01:00 - The Power of Walking

02:20 - Procrastination: The Silent Killer

03:33 - Personal Stories of Overcoming Procrastination

06:11 - Strategies to Beat Procrastination

06:30 - Do You Have a Vision?

11:19 - Organize for Success

17:16 - Reward Yourself

21:02 - Please Share and Subscribe!

Show Notes:

"Procrastination is the Language of the Poor" – Marty's controversial banner message (that he had to take down) reflects his core belief that delaying action prevents entrepreneurs from reaching full potential. This is a message for owners/leaders, not team members.

Personal Health Transformation – Lost 23 pounds through walking (150,000+ steps/week) and changed eating habits. Went from 223 pounds, baggy clothes, and getting winded jogging up the driveway to being physically capable and energetic.

Vision as Anti-Procrastination Tool – Having clear vision of what you want your life to be like AND what it will be like if you procrastinate. "I know very clearly what I want the second half of my life to be like... physically, financially, socially, emotionally."

Movement Begets Movement – Physical activity creates mental clarity and energy that transfers to business execution. "I have more energy, more time to think, been able to see more clearly what procrastination can do."

Three Core Solutions to Procrastination:
1. Have a Vision - Know what happens if you do/don't take action
2. Be Organized with Accountability - Share goals with mentors, spouse, partners
3. Reward Yourself - Gamify progress with small and large rewards
OneNote as Life Operating System – Everything organized digitally: life plan, financial plan, business plans, daily/weekly/monthly/quarterly goals. "Great joy crossing out things I want to get done today."

Accountability Partners are Critical – Regular breakfast meetings with successful mentor, sharing vulnerabilities and goals. Wife as accountability partner who knows business plans and struggles.

Pre-Vacation Productivity – Using Zig Ziglar's principle that "the most productive day is the week before vacation" to gamify daily work intensity.

Boss Your Calendar, Don't Let It Boss You – Plan tomorrow tonight, have weekly thumbnails, monthly plans. Structure prevents wandering and procrastination.

Reward Systems Work – Personal examples: No lunch until tasks done, new golf clubs only after 10 scores in 80s (currently has 2), new robotic mowers if company hits sales goal.

Clear Business Vision Prevents Distractions – "I'm able to see these distractions in front of me, disguised as opportunities from a mile away and steer clear of them."

Son Grant's Transformation – Went from childhood procrastinator ("Why do today what I can do tomorrow?") to executing quickly at the company with time-blocking and planning.

Resources:

Virtual Sales Bootcamp

Equipment: Planning Your Purchases & Managing Your Fleet

Marty Grunder — Wed, 27 Aug 2025 09:00:00 +0000

Team Grunder works on multi-year plans so that they can project growth and know what investments are needed now for it to be possible later. In this episode, the team talks about what goes into making equipment purchase decisions.

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00:00 - Introduction & Welcome

02:18 - Introducing Bill Rosell - Grunder Landscaping

02:55 - Managing the Fleet with Aspire

04:06 - Equipment Purchasing & Insights

05:57 - Truck Types and Their Uses

08:07 - Box Trucks for Mowing Crews

08:58 - The Benefits of the Box Truck

10:28 - Land Keeping Trucks

13:27 - Heavy Construction Trucks

15:20 - The Switch to Isuzu Trucks

16:43 - Training and Maintenance Procedures

17:11 - Monday Morning Truck Checks with Aspire

21:17 - Sales Vehicles & Their Importance

22:56 - Mini Skids and Loaders

23:40 - Mower Brands and Outsourcing Repairs

25:02 - Stihl Products at Grunder

25:19 - Final Thoughts on Fleet Management

Show Notes

Always Look Forward, Not Backward – Bill's philosophy: "You always have to look forward and see what you need to change... what we did three years ago is not gonna work for us next year." Growth requires constant adaptation, not rinse-and-repeat approaches.
Test Before You Invest – When considering new equipment, "we will at least bring in one as a pilot and put it with one of our experienced crews to get the feedback before we go and make a big purchase."
The Box Truck Revolution – Switched from pickup trucks with trailers to self-contained box trucks. Benefits: mobile billboard, storage, no loading/unloading, better maneuverability, first in/last out efficiency.
Aspire Integration for Fleet Management – Using Aspire software to track maintenance, mileage, and vehicle status in real-time. Enables immediate access to fleet data and automated maintenance scheduling.
Monday Morning Truck Inspections – Mandatory weekly inspections using Aspire tablets. Team leaders check fluids, lights, tires, etc. Issues automatically report to fleet manager for prioritized repairs.
Specialized Trucks for Different Functions:
- Group Leaders: Ford F-250 4WD with toolboxes/winches
- Mowing: Isuzu box trucks (18-20 feet) with fuel tanks, air compressor
- Land Keeping: Specialized trucks with enclosed storage and dump beds
- Heavy Construction: Kenworth trucks with aluminum EV beds
- Landscape: Isuzu cab-over trucks for maneuverability
- Sales: Black Toyota Corollas for reliability and efficiency
Road Testing Every Driver – Zach conducts thorough walkthroughs and road tests for anyone assigned a new truck, regardless of experience level.
Change Management Philosophy – "People don't fear change as long as there's direction... if you can show the direction you're going and get everybody to buy into it, then change is exciting."
Buy vs. Lease Strategy – Purchase all vehicles rather than lease because "they are specialty trucks" that will be kept 15+ years. Leasing doesn't make financial sense for specialized equipment.
Cleanliness Equals Safety and Pride – Lorenzo's wisdom that "cleanliness is safety" combined with daily cleaning routines using provided supplies (cordless vacs, cleaning kits) builds ownership and professionalism.
Outsource What You're Not Expert At – Grunder doesn't employ mechanics, instead using mobile fleet services, local tire shops, and dealer relationships. "We wanna be in the landscaping business, not the truck repair business."

Resources:

Virtual Sales Bootcamp

Operations: Handling Materials for Large Projects

Marty Grunder — Wed, 20 Aug 2025 09:00:00 +0000

When you work on properties and landscape installations as large as the ones in McHale Landscape Design's portfolio, managing materials becomes either a weakness or an opportunity to excel. In this episode, Emily Lindley details what she sees the McHale team doing to find the plants and materials they need and get them where they need to go.

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00:00 - Start

00:35 - Preview of the NALP Field Trip

01:44 - Material handling Insights

02:44 - Centralized Plant Farm Strategy

05:18 - Operations Team as Logistics Managers

07:34 - Direct Delivery of Non-Green Goods

10:04 - Conclusion & Event Details

Show Notes:

Centralized Plant Farm Strategy – McHale operates a large-scale plant yard where they buy plants, care for them until mature, then install larger specimens than competitors. Creates "instant maturity" for clients who want immediate privacy and full landscapes.
Be Your Own Supply Chain – By controlling plant material from purchase to installation, they can offer mature specimens that look established immediately. Differentiates them in the high-end residential market where clients want instant results.
Operations as Logistics Managers – Their operations team functions more like logistics coordinators than traditional supervisors. Sales team manages installs and supervises work while operations handles material flow, delivery timing, and supply chain coordination.
Direct-to-Site Delivery for Large Projects – Non-green goods (hardscape materials, etc.) delivered directly to job sites for large installations. Eliminates double-handling and transportation costs for major projects.
Plant Material Direct Delivery – For projects with large quantities of trees/shrubs, direct delivery to job sites makes more sense than routing through a facility. Requires planning for on-site plant care in project bids.
Design Operations Around Ideal Client – McHale's entire supply chain and operations are designed around what high-end residential clients want: mature plants, seamless experience, instant results. Every system serves this client preference.
Sales Team as Single Point of Contact – Maintains relationship continuity by keeping salesperson as primary client contact throughout the project, even when operations handles logistics behind scenes.
Account for On-Site Plant Care in Bids – When plants are delivered directly to job sites, must include labor hours for watering and maintenance in project pricing. Easy to forget when used to centralized plant care.
Multiple Branch Strategy with Central Plant Holding – Operate dispatch locations throughout the metro area but centralize plant material at the main farm. Allows geographic coverage while maintaining plant quality control.
Learn from Different Business Models – Even if you operate differently, studying other successful approaches provides insights for improving your own systems and solving growth challenges.

Resources:

Virtual Sales Bootcamp

Operations: How Do You Keep Your Trucks Clean?

Marty Grunder — Wed, 13 Aug 2025 09:00:00 +0000

Keeping your trucks clean is more than just a to-do list task: it's part of the daily company culture at Grunder Landscaping. In this episode, Marty Grunder is joined by members of the Grunder Landscaping production teams who share how they manage to keep things clean, how organization makes their jobs easier, and what goes into keeping everything in order.

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00:00 - Episode Intro

00:30 - Introduction

01:57 - The Importance of Cleanliness in Landscaping

02:26 - Nick: Cleanliness Culture

05:48 - Zack and Brian: Safety and Cleanliness

09:32 - Lorenzo: Consistency in Cleanliness

12:03 - The Importance of Sensory Experience

14:31 - Investing in Clean Facilities

16:16 - Hiring for Healthy Habits

19:30 - Leadership and Leading by Example

22:17 - Final Thoughts

Show Notes

Create Daily Micro-Habits – Like Nick's turn signal analogy, build tiny cleaning actions into existing routines (fuel up = wipe down, end of shift = trash out)

Invest in Employee Spaces – Quality bathrooms, break rooms, work areas show you value your team and set expectations for how they should treat client spaces

Use All Five Senses – Audit your facility for what people see, hear, smell, feel when they walk in. Each sense communicates your standards

Implement Monday Inspections – Weekly vehicle safety and cleanliness checks create accountability and prevent small problems from becoming big ones

Hire for Culture Fit – Interview questions about organization/cleanliness, then check candidate's personal vehicle to see if actions match words

Model the Behavior – Leaders must personally demonstrate the cleanliness standards they expect from others

Create Visual Systems – Labels, outlines, designated spots make it easy for anyone to know where things belong, regardless of language or experience

Address Issues Immediately – Don't let messes or low standards slide "just this once" - consistent enforcement prevents decay

Resources:

Virtual Sales Bootcamp

Brian's Shop Tour at Grunder

Brian's Lawn Maintenance (YT Channel)

Interview Series - Brian Fullerton on the Landscaping Industry

Marty Grunder — Wed, 06 Aug 2025 09:00:00 +0000

In this episode, Marty is joined by Brian Fullerton of Brian's Lawn Maintenance. They discuss the landscaping industry as a whole, running a business while raising a family, and the challenges that they've both faced as business owners.

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Marty's Turn to 2 Interview

00:00 - Introduction & Welcome

01:31 - Meet Brian Fullerton

02:31 - Brian’s Early Career and Challenges

05:41 - Changing Careers to Start Brian’s Lawn Maintenance

07:33 - Growth and Success

08:13 - Relatibility and Community Engagement

09:55 - Reflecting on Humble Beginnings

13:45 - Creating Content for Landscapers

22:08 - Lessons Learned: Leadership and Team Building

26:29 - Get Feedback From Your Team

29:46 - The Importance of Company Culture

33:10 - Common Mistakes in Landscaping

37:22 - Operational Efficiency and Morning Routines

39:30 - Takeaways from Visiting Grunder Landscaping

45:42 - Future Goals

49:58 - Please Share and Subscribe!

Show Notes

The Blade Sharpener Artifact – Found his original $20 blade sharpener from 20 years ago in mom's shed cleanup. "It felt like a memory... like an old warrior picking up his old sword." Keep reminders of your humble beginnings to stay grounded and grateful.
Humble Beginnings Build Character – Started cutting grass in trailer park in southeast Detroit with push mower at age 10-12. Had more cash than most 30-year-olds. Proves you don't need perfect circumstances to start building wealth through hard work.
The TruGreen "Baywatch Moment" – Watching two guys in shorts drinking Gatorade cut grass while he was in full PPE, rubber boots, tanker truck at 5 AM. Sometimes seeing what you don't want crystallizes what you do want.
Accidental Content Creation Success – Never intended to be a social media personality. Introvert who reluctantly started making videos to "leave breadcrumbs for the Brian's Lawn Maintenance of 10-15 years ago." Authenticity beats polish.
$600 Trailer Purchase Was Make-or-Break – That investment determined whether the family "ate steaks or pancakes that month." Early business decisions carry disproportionate weight when you're bootstrapping.
3.5 Million Podcast Downloads – Started podcast in 2020 during COVID when the choice was "TikTok or podcasting." Fullerton chose podcasting because "I'm not a 16-year-old girl." Built a massive following by staying relatable and helpful.
Turning Detractors Into Motivation – When launching a podcast, someone commented "Who are you? What do you know? Who's gonna listen to you?" Used screenshot of passing 3 million downloads to prove doubters wrong at live event.
Evolution from Self-Focus to Team-Focus – "What I realized about a year ago was, okay, good for us, but what about our guys?" Maturity means shifting from personal goals to creating opportunities for your team.
Culture is the Secret Ingredient – Successful companies feel like "brotherhood" vs "rank and file." Difference between 150 people who are "Spartans going to battle" vs just employees showing up.
Find People, Don't Train Attitudes – Marriott founder's wisdom: "We didn't teach them customer service. We found people that are like that, then taught them how to sell hotel rooms." Hire for character, train for skill.
Know Your Numbers or Fail – Biggest mistake landscapers make is not understanding finances. "What got you here won't get you there" - can't just outwork problems at $2-4 million level.
Value Stream Mapping Critical – Best companies load trucks overnight, fuel overnight, do vehicle checks, deploy teams by 7:02 AM. Every minute in the yard is non-billable time.
The Real Game is Profit – "Everything we do is for profit. With that profit, we can change the world." Business exists to create cash and cash flow to fund bigger purposes.
Leadership Insight: Let Team Push You – Best leaders aren't just pulling people up, they have team members who push them to higher levels. "Unused potential from your team" is a massive waste.
Morning Deployment Excellence – Most successful shops are "ghost towns" by 7:02 AM with trucks deployed. Loading, fueling, and prep done the night before maximizes billable hours.

Resources:

Virtual Sales Bootcamp

Sales: Turning Damages into Opportunities

Marty Grunder — Wed, 30 Jul 2025 09:00:00 +0000

Lights in the turf, grass running all the way up against a building or fence, low-laying branches, and more. Sometimes the landscape design sets up maintenance crews to fail by making it way too easy to damage properties. In this episode, Marty shares how landscape designers can be mindful of these things when creating plans and how account managers can use these damages as opportunities to sell enhancements. Looking for more work with your existing clients is a great way to drum up more sales!

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00:00 - Intro

01:18 - Appreciation and Team Morale

02:26 - Finding Opportunities in Client Properties

03:04 - Deep Relationships and Client Focus

04:23 - Sales Strategies and Client Engagement

06:23 - Route Density and Business Growth

08:43 - Practical Examples for Your Advantage

14:02 - Please Like & Share This Episode!

Show Notes

Focus on deep relationships over quantity: Build 40 thousand-foot deep wells rather than a thousand 40-foot deep wells. Concentrate on developing meaningful, long-term client relationships that generate significant ongoing business. "80% of that business came from 55 people. We could put 'em on a bus... about 70% of the $18 million worth of business that we will do this year is gonna come from about 30% of our clients."
Sell more to existing clients first: Before chasing new prospects, exhaust opportunities with current clients. Send handwritten notes, conduct property audits, and proactively identify additional services they need. "The best two opportunities are, number one, selling more to existing clients. We don't look at that enough."
Be a proactive professional consultant: Act like a doctor who identifies every possible issue. Point out problems before clients discover them to maintain credibility and avoid having to fix issues for free. "When you are a professional folks, that's what you should be doing... You're a consultant, you're there to tell them what you can do to help make their property look better."
Protect your property managers' reputation: Help property managers look good in front of their bosses by identifying issues before they become visible problems during site visits. "We would never want one of our property managers to look bad in front of their boss because we didn't tell them there was a dead tree or a drainage problem."
Identify maintenance hazards and design flaws: Look for low branches that could injure crew members, lighting without proper protection, or fencing that will get damaged during routine maintenance. Quote solutions proactively. "How is our team going to mow that and not damage those lights?... You need to cover your rear end."
Route density drives profitability: Actively pursue work near existing clients to maximize efficiency and minimize travel time between jobs. "Route density is picking up jobs that are by the ones that you already have... there is literally half a million dollars worth of maintenance work that we don't even need a truck for."
Every landscape needs improvement: Adopt the mindset that every property has potential enhancement opportunities waiting to be identified and quoted. "Every landscape in America could use a flat of pachysandra, metaphorically speaking... every landscape could use something."
Control the narrative on problems: If you identify and quote issues first, you can charge for solutions. If clients point out problems first, you may have to fix them for free. "If we point out to the client something's wrong on their property... we can probably get them to pay us to fix it. But if they have to point it out to us, we may be in a bad spot."
Think creatively about maintenance solutions: Look for innovative approaches like prairie areas or modified mowing patterns that can reduce costs while providing unique value. "We're gonna let about eight or nine acres of the area just kind of not be mowed and kind of look like a prairie... We ended up being able to give the client a much lower price."
Show appreciation for your team: Small gestures like carrying candy and recognizing good work create positive team culture and boost morale. "What can you do to let your team know you appreciate them and how can you make them smile?"

Resources:

Virtual Sales Bootcamp

Dan's Podcast: Bengals Booth

Interview Series: Dan Hoard, The Voice of the Cincinnati Bengals

Marty Grunder — Wed, 23 Jul 2025 09:00:00 +0000

In this episode, Marty Grunder interviews Dan Hoard, the voice of the Cincinnati Bengals, on his career as a sportscaster, what it's like finding creativity in tough situations, and what it's like working in the pro-football world.

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Marty's Studio

00:00 - Introduction & Welcome

01:25 - Meet Dan Hoard: Voice of the Cincinnati Bengals

03:33 - Marty’s Personal Connection to Sports Broadcasting

04:24 - Balancing Family and Career

07:29 - Organizational Tactics and Time Management

08:11 - The Importance of Preparation

16:38 - Handling Tough Conversations

20:32 - Conducting Yourself Daily to Build Respect

21:49 - The Art of Not Talking Too Much

23:02 - The Importance of Short, Direct Questions

24:51 - Leadership Qualities and Communication

26:43 - Joe Burrow: A Case Study in Leadership

32:14 - The Mental Side of Success

39:18 - Prediction for the Bengals’ Season

40:51 - Please Share & Subscribe!

Show Notes

Preparation builds confidence: Extensive preparation is the foundation of calm, confident performance. Hoard spends entire days creating detailed spotting boards for each opponent, knowing only 5% will be used but never knowing which 5%. "I find that I'm calm and confident when I'm prepared... When you put in the work, didn't you feel confident when you sat down to take the test?"
Follow strict routines during high-pressure periods: Establish and stick to weekly routines that ensure thorough preparation. Monday and Tuesday are Hoard's heavy prep days, leaving the rest of the week for additional details and other responsibilities. "I have a very strict routine that I follow during the football season... if I follow that routine, then I get to the weekend confident."
Build relationships before tough conversations: Develop trust and respect with people during good times so difficult conversations are easier when they're needed. Show genuine respect for what others do. "I try to build relationships with all of these players and coaches... when you're in that position, they know where you're coming from."
Be tactful, not confrontational: Approach difficult situations with honesty but avoid confrontational language. Think about what your audience needs to know and ask direct questions respectfully. "I try to do it in a tactful way, not a confrontational way... You've gotta be honest, the players know what you're there to do."
Make others the star: Great leaders and communicators focus on helping others shine rather than dominating conversations. Ask short, direct questions and let others speak. "I'm trying to help my partner shine... I'm bringing these guests on to hear from them... I want to allow them to speak their mind."
Communicate clearly and consistently: Good leaders articulate expectations clearly and maintain consistent standards. They don't change their message from day to day. "Good leaders communicate clearly and consistently, they're not wishy-washy. They don't say one thing on Monday and something completely different on Tuesday."
Take accountability first: Point the thumb at yourself before pointing fingers at others. Great leaders accept responsibility for problems before addressing others' roles. "I think taking accountability is absolutely critical. I think you point the thumb at yourself before you point a finger at somebody else."
Connect with everyone on your team: Make an effort to know everyone's name and something about them. Reach out to new team members proactively and sit with different people regularly. "Joe not only connects with these guys, but he makes a point of developing relationships with these guys... knowing somebody's name is so important."
Lead by example through work ethic: The best leaders work harder than anyone else and demonstrate complete investment in excellence. Others will follow when they see genuine commitment. "Those guys know there's nobody in the building that works harder than he does 12 months out of the year."
Control anxiety through preparation: Stress and nervousness are normal, especially when doing something new. Combat anxiety by being disciplined about preparation and following proven routines. "There's stress in every job... do what's necessary to put yourself in the proper mental space to do a good job."

Resources:

Virtual Sales Bootcamp

Financial Transparency to Build A Strong, Educated Team with Vince Torchia

Marty Grunder — Wed, 16 Jul 2025 09:00:00 +0000

In this episode, we dive into why financial transparency isn't just good leadership—it's essential for building a strong, educated team. From using scoreboards and company-wide “State of the Union” meetings to walking through the Penny Exercise, Vince breaks down exactly where every dollar goes in your business. Tune in to learn how sharing the numbers empowers your team and drives smarter decisions across the board.

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00:00 - Start
00:31 - The Importance of Financial Transparency and Literacy
01:32 - Tools for Financial Transparency
04:39 - Monthly Team Communication
06:31 - The Penny Exercise
16:13 - Key Takeaways

Show Notes

Public dashboards drive transparency: Display real-time performance metrics on monitors visible to all team members. When everyone can see job performance, hours, and revenue data, they naturally connect dots and improve performance. "The scoreboard is just out there. The teams can see the numbers, they can interact with them... Whether they know English, whether they know Spanish... they can look at numbers and tie dots together freely."
Monthly state of the union meetings: Gather the entire organization monthly to discuss company performance, goals, and future direction. Make it bilingual and inclusive so everyone gets the same message. "Think of it as our monthly state of the Union. We update the organization in totality... Are we ahead on goals? Are we behind on goals?"
The penny exercise teaches financial literacy: Use a $1 job (100 pennies) to visually demonstrate how revenue flows through direct costs, overhead, and profit. This makes complex financials accessible to everyone. "We sold a $1 job. We got a hundred pennies for it... How many pennies are we taking off the table right away just to cover the expenses of that job specifically?"
Financial transparency is cultural, not financial: Don't avoid sharing numbers because you're worried about the data - fix the culture or improve the systems that create better data. "These are not financial conversations. These are cultural conversations... we don't have a finance problem, we have a culture problem."
Direct costs vs. overhead education: Help teams understand that some costs are tied directly to jobs (labor, materials) while others exist regardless of sales volume (rent, insurance, salaries). "We have what overhead... those expenses that we have at the organization are going to be there whether we sell a job or not."
Visual learning works across barriers: Numbers and visual displays communicate effectively regardless of education level or language barriers. "Whether they didn't graduate high school or they have a PhD, they can look at numbers and tie dots together freely."
Margin compression awareness: When teams understand how small increases in costs or overhead dramatically impact profits, they become more cost-conscious and efficiency-focused. "What happens if all of a sudden it takes us 52 cents to do a job? Uh oh. Now our margins got squeezed from 10 to eight pennies."
Profit allocation reality: The remaining profit after direct costs and overhead must cover taxes, reinvestment, debt service, and owner distributions - not just go to the owner's pocket. "We don't just put the 10 cents in our pocket and go home. What if we have some other debt that we want to pay down?"
Team rallying around shared understanding: When everyone understands the financial reality, the whole organization can work together toward improvement rather than operating in silos. "The whole team can rally around how we either keep making 12 or how we go from two to four to six to eight... over the next four years."
Systematic approach to financial education: Combine daily visibility (dashboards), monthly communication (meetings), and periodic deep-dives (penny exercise) for comprehensive financial literacy. "Get your scoreboards out... Take time every month at a State of the Union... take time to do the penny exercise with your team."

Resources:

Virtual Sales Bootcamp

Interview Series: Keith Bowman of McHale Landscape Design

Marty Grunder — Wed, 09 Jul 2025 09:00:00 +0000

In this episode, Marty is joined by Keith Bowman of McHale Landscape Design who shares what the McHale team does to find new clients, build strong client relationships, find and retain team members, install and maintain award-winning properties, and keep their business running as smoothly as possible.

Field Trips with NALP

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00:00 - Introduction & Welcome

01:27 - Meet Keith Bowman from McHale Landscaping

01:53 - History & Growth of McHale Landscaping

03:12 - McHale’s Unique Operations and Facilities

05:42 - Customer Service and Competitive Advantage

08:40 - Marketing and Networking Strategies

14:30 - Employee Retention and Career Development

20:12 - Family Dynamics in Business

22:53 - Balancing Family and Business

24:22 - Leveraging Subcontractors for Success

26:52 - Protecting Pricing in Landscape Design

30:50 - Efficient Morning Rollouts

36:04 - Equipment Used & Theft Prevention

41:10 - Award Winning Work & Company Culture

43:37 - Challenges at McHale and Authenticity

44:49 - Conclusion & Field Trip Invitation

Show Notes:

People are the competitive advantage: Empower employees with entrepreneurial opportunities within the company. Create "little businesses stacked on top of each other" where team members take ownership. "I believe our competitive advantages are people. And just empowering people... the McHales have given people the ability to kind of go out and make mistakes."
Customer service isn't overhead: Exceptional service doesn't require additional equipment costs but drives referrals and long-term relationships. "Customer service doesn't add overhead. If you wanna build up your team's customer service, you're not adding a truck payment."
Protect your pricing: Understand true costs and maintain appropriate margins. Compete on value, not price alone. "The number one thing... is protect your pricing... There's a lot of work that goes into landscape design building."
Family business done right: Having 37 families with multiple employees creates stability. Treat family members as employees first while leveraging family commitment. "We have 37 families that have two or more employees at the company... it shows what the McHale family has done to support our employees."
Define career paths: Help employees understand if they're "front of house" or "back of house" people and create clear advancement opportunities. "Another thing that's important to retain employees is doing your best to have a defined career path for them."
Integrate design-build and maintenance: Design-build clients make better maintenance clients because they already understand your value. "Our account managers like to get design build clients for their maintenance portfolio better... because they already know the value they're gonna get."
Strategic subcontracting: Maintain core capabilities in-house while using trusted subs for specialized work. "We do rely on subs. We have preferred subs... they're like an extension of our company."
Morning rollout is critical: The first hour sets the tone for efficiency, culture, and operational success. "Morning rollout, that first hour of the day is the most important time of the day."
Awards drive culture: Competing for industry recognition motivates teams and helps retain employees. "That also helps keep employees too, because that motivates people."
Authentic leadership: Be transparent about challenges while celebrating wins to create trust and realistic expectations. "We're not a perfect company, but we strive for the best every day."

Resources:

Virtual Sales Bootcamp

Leadership :The Summer Vacation Test with Marty Grunder

Marty Grunder — Wed, 02 Jul 2025 09:00:00 +0000

Have a vacation planned for this summer? In this episode, Marty Grunder shares how he uses his out-of-office time as an opportunity for new leaders to learn and develop their skills.

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00:00 - Introduction & Welcome

02:02 - The Origin of “The Summer Vacation Test”

04:27 - Strategic Planning & Leadership with Time Off

07:33 - Three Philosophies with Vacation & Workplace Dynamics

08:18 - Don’t Overstate Your Value

08:48 - Would You Want to Work for Yourself?

13:02 - Vacation is a Chance to Sharpen Your Saw

15:18 - Two Things Before You Leave for Vacation

17:57 - Recap & Final Thoughts

Show Notes & Key Takeaways

The Notebook Strategy - In 1993, Marty gave his right-hand man a notebook to document everything that went wrong while he was on vacation. "Write down all the things that you wish I would've shown you how to do, or things that didn't get done because I didn't train or we didn't have a system in place."
Vacations as Productivity Drivers - "Your most productive time in your business career are the couple days before vacations." Use vacation deadlines to motivate completion of important tasks and proper preparation.
Leadership Identification Tool - Vacations reveal who your real leaders are: "This is an opportunity for you to see who your leaders are. Who's gonna step up when you go away? And who isn't interested in stepping up?"
The Secret Test Method - Give team members specific responsibilities without telling them it's a test: "Give them a couple tests, see what they do. Chances are they won't realize it's a test and you'll see their true self."
Three Leadership Philosophy Foundations:

You're Overstating Your Value - "Most of the time, your team is capable of doing way more than you think they are, and often way more than even they think they are able to do."
Other People Have Goals Too - "Be empathetic... they want the ball, they want a chance, and we don't realize that we get too self-absorbed and focused on only what we wanna do."
Sharpen Your Saw - Use vacation time for strategic thinking and recharging batteries

Three Types of Workplaces:

Raging River - Chaotic, no systems, unsustainable
Stagnant Pond - No movement, no growth opportunities
Lazy River - Perfect balance of systems and movement, like Disney's lazy river

The Lumberjack Lesson - The lumberjack who stopped every 20 minutes to sharpen his ax produced 5 wagon loads vs. 2 wagon loads from the one who never stopped chopping. Strategic breaks and preparation outperform constant grinding. Two Essential Pre-Vacation Lists:

"I wish to have the following things done before I leave on vacation"
"When I come back, I will have done this" (strategic work while away)

The Ultimate Business Goal - "Your business will realize its utmost potential when you have figured out a way that it can run without you." After 41 years, both of Marty's companies run without him. Going Away in Good Order - "You don't go away and leave bombs for everybody to uncover that you've buried around the office." Proper preparation shows leadership and respect for your team. Trust and Empowerment - "Would you wanna work for you?" Consider how you'd want your own family members to be treated at work - with opportunities for growth and advancement. The Growth Mindset - Stop assuming people can't handle more responsibility. Marty's son example: waited until age 13 to let him use the mower when he could have done it much earlier due to neurotic control issues.

Resources:

Virtual Sales Bootcamp

Interview Series: Bret Achtenhagen of Seasonal Services on Growing a Family Business

Marty Grunder — Wed, 25 Jun 2025 09:00:00 +0000

In this episode, Marty sits down with Seasonal Service's Bret Achtenhagen to talk about his family business, the roundabout way he ended up in the green industry, and how the business evolved over time. They talk about the company's focus on residential work, how they keep the whole team focused on quality work, how they market for more work and more during this episode.

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00:00 - Introduction & Welcome
01:32 - Meet Bret Achtenhagen
02:12 - Bret’s Early Life and Family Business
05:27 - Starting Seasonal Services
11:05 - Defining Success and Core Values
17:30 - Navigating Challenges and Growth
20:19 - The Power of Radio Marketing
26:18 - Building Relationships with High-End Builders
27:40 - Using LinkedIn and Fleet Management
30:42 - Useful Marketing Tactics and Awards
33:06 - The Importance of Peer Groups for Growth
37:59 - The Dynamics of Building a Family Business
43:39 - Final Thoughts & Please Share This Episode!

Show Notes

Define Your Niche and Stick to It - "Define who they are and what they want to be. And then stick to that... most of our competitors that never seem to really rise above three, four, 5 million, they're trying to be everything to everybody."

Core Values Based on Philosophy - Built their foundation on Aristotle's ethos, pathos, and logos (ethics, passion, and logic): "Our core values are founded on ethos, pathos, and logos... it's a three-legged stool."

Target Market Clarity - Focus on million-dollar homes with clients who "admire, enjoy, and respect creativity, quality, craftsmanship, expertise and extraordinary customer experiences."

Growth Challenges Are Predictable - "When we hit 5 million, it seemed like the wheels got wobbly... when we hit 10 million, the wheels got wobbly and at 15 million, now our wheels are a little wobbly." Each growth stage requires new systems and approaches.

The 2008 Reality Check - Bank called demanding $300K when farm property value dropped from $1.6M to $650K: "I felt naked, I felt vulnerable. And at that point... we really started to get serious about systems."

Radio Show Marketing Strategy - 16+ years hosting weekly gardening show builds brand authority and recognition: "I go to restaurants... every weekend in church, people call up and say, I really loved your show."

Builder Partnership Strategy - Exclusive relationships with high-end builders who include their landscaping in home sales: "Our goal is to establish one relationship with one high end builder every year... they sell the home with our package included."

Equipment as Marketing Tool - Fleet of 40 vehicles under 5 years old, always clean with on-site truck wash: "If they get a dent, they go to the body shop... we will spend $5,000 to repair all that aluminum."

Faith-Based Marketing - Advertising in Catholic school folders and church bulletins reaches target demographic: "In our target market, which is probably about 30 Catholic churches... those sit on kitchen counters."

Family Business Success Factors - Three generations working together with external coaching and advisors: "Get a team around him... includes a lawyer and an accountant... without them, I don't think that the business keeps going."

Peer Groups Drive Growth - "A peer group is significant investment of money and time... you're not alone type of a thing." Regular facility visits and financial transparency accelerate learning.

Brand Standards Are Non-Negotiable - From uniforms to fleet appearance to facility cleanliness, every detail reinforces their premium positioning and teaches excellence to the team.

Resources:

Virtual Sales Bootcamp

Marketing: Let's Talk Emails with Emily Lindley

Marty Grunder — Wed, 18 Jun 2025 09:00:00 +0000

Emails to our existing and past clients have been a surprising source of work for us this spring at Grunder Landscaping. This low-effort outreach is working better than we expected it to, and in this episode Emily Lindley shares what we're sending emails on and what we're doing to make them work for us.

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00:00 - Start

00:35 - The Importance of Email Marketing

01:18 - The Challenges and Strategies of Email Marketing

03:57 - Marketing Pro: How to Implement

05:26 - Evaluating Email Marketing Success

08:08 - Effective Email Campaigns and Tactics

12:28 - Specific Email Content Examples

19:04 - Conclusion and Upcoming Grow 2026

Show Notes

1. Prioritize Value Over Frequency

Discontinued monthly newsletters that were company-focused rather than client-focused
Switched to strategic, seasonal emails that solve specific client problems
Quality content beats consistent publishing when it lacks relevance

2. Strategic Email Selection Based on Business Needs

Low-cost upsells work best for email: Mosquito fogging, aeration, overseeding
Seasonal timing is crucial: Send drainage solutions emails after heavy rains
Capacity-driven campaigns: Only promote services you can actually deliver

3. Measurement Strategy

Open rates: Standard metric but don't panic if low with smaller lists
Click rates: Must have clear, actionable calls-to-action to measure effectively
Unsubscribe rates: Expect initial spike when resuming email contact, then should normalize
Revenue attribution: Track clients who reference emails in sales conversations

4. Technical Implementation Best Practices

Use integrated CRM platforms: Aspire's Marketing Pro keeps client lists updated automatically
Standardize templates: Build brand recognition and reduce production time
Cost-effectiveness: Email marketing has lower variable costs than direct mail

5. Content Strategy Framework

Small upsells: Services that are easy to quote and quick to implement
Timely suggestions: Address immediate problems clients are experiencing
Visual storytelling: Use before/after photos for complex projects like patios and outdoor living
Problem-solution focus: Help clients understand you can solve issues they might not associate with landscaping

6. ROI Considerations

Email marketing works better for lower-margin services than expensive direct mail
Allow time for campaigns to prove effectiveness before abandoning
Focus on services that match current capacity and seasonal demand
Success often shows up in client conversations rather than direct click-through metrics

Subscribe and share the Grow Show to help more landscape pros discover it. Thank you for being part of our community.

The Grow Show podcast is sponsored by STIHL and brought to you by The Grow Group - a leading coaching and education firm for landscape professionals. Your host is Marty Grunder, president and CEO of The Grow Group and Grunder Landscaping Co., one of the most successful design-build operations of its kind in the Midwest. The Grow Show shares ideas, tips, tactics, and insights that will help you grow your landscaping business.

Resources:

Virtual Sales Bootcamp

Strategic Partnerships and Industry Insights: A Conversation with Phil Harwood

Marty Grunder — Wed, 11 Jun 2025 09:00:00 +0000

Marty Grunder talks with Phil Harwood from Snow Fighters about leadership lessons from 40 years in landscaping and snow removal. Phil reveals why his previous company made 80% of profits from snow despite it being only 50% of revenue, and shares insights on leading by example and building profitable snow operations.

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00:00 - Start

00:30 - Introduction and Welcome

01:24 - Meet Phil Harwood: New Strategic Partner

02:56 - Phil’s Personal Background

04:19 - The Importance of Having a ‘Why’

06:27 - Phil’s Career Journey

09:50 - Funny Stories and Lessons Learned

13:22 - Phil’s Transition to Consulting

15:07 - The Value of External Perspectives

16:27 - Core Leadership Lessons from Phil

17:34 - The Importance of Preparation

19:49 - The Power of Continuous Learning

22:33 - Technological Trends in Snow Removal

26:29 - Phil’s Thoughts on the Future of the Industry

28:09 - Final Thoughts and Advice

Show Notes & Key Takeaways

Leadership by Example Sets the Tone - Phil would arrive at the shop 2 hours early before midnight crews, plow the lot, make coffee, and clean trucks. "They walked in like, wow, this guy's ready... that sets the tone."
The Outsider's Advantage - Phil learned from working with EOS founder Gino Wickman that the same advice he'd been giving internally was finally heard when delivered by an external consultant. "That's where the value is, being the objective outsider."
Unintended Consequences of Company Mottos - Marty's "Where Service is Always in Season" led to inefficient routing, while Phil's "Yes, I Can" culture resulted in applying outdoor-only chemicals inside a building, sterilizing it permanently.
Snow Removal as Emergency Service Mindset - "People always relate snow and ice management services to firefighting because it is an emergency service... you're doing something super valuable in an emergency environment."
The Basics Still Matter Most - Core leadership lessons: "Do the right thing. Do what you say you're gonna do. Answer your phone. Be respectful, care about people." Simple to understand, hard to execute consistently.
Continuous Learning Requires Personal Drive - Phil memorized every tree in Detroit metro by carrying a field guide and studying at every stop sign during winter. "You learn those trees because you wanted to... you have to be motivated."
Snow Operations Can Drive Profitability - Phil's previous company was 50% landscape, 50% snow in revenue, but "80% of our profits came from snow" when executed properly.
Build Your Business to Be Sellable - Whether you plan to sell or not, structure your company so someone could easily step in and see value in systems, key people, and processes that don't depend entirely on the owner.
Technology is Revolutionizing Snow Operations - From real-time coaching built into Caterpillar equipment to software integration with business management systems, the industry is becoming increasingly data-driven and efficient.

Resources:

Operations: Getting a Branch Up and Running

Marty Grunder — Wed, 04 Jun 2025 09:00:00 +0000

Marty shares the real story behind opening Grunder Landscaping's first branch location in Cincinnati. From overcoming team resistance and zoning battles to building systems that scale, discover the leadership lessons, market entry strategies, and mindset shifts required to successfully expand your business into new markets.

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00:00 - Introduction & Welcome

01:31 - Opening a New Branch: Early Challenges

03:11 - Meeting Seth Pflum & The Growth of Grunder Landscaping

04:30 - The New Cincinnati Branch: Opportunities and Challenges

06:30 - Remodeling the New Facility

08:53 - Operational Strategies and Team Growth

12:42 - Using Your Mission Statement for Growth

16:16 - The Challenge to Grow

18:46 - Please Like, Share and Subscribe!

Show Notes & Key Takeaways

Strategic Planning & Vision

Mission-driven expansion - The branch serves their mission: "to create opportunities for our team to grow and succeed"
Market sizing matters - Cincinnati offers 3-5x the opportunities of Dayton, making it worth the investment and risk

Leadership & Team Development

Avoid consensus paralysis - Running a company by consensus with conservative thinkers can kill growth opportunities
Find growth-minded partners - Seth’s arrival changed everything because he shared Marty's vision for expansion
Create advancement opportunities - "The main reason you grow a business is you have so many good people, they're pushing you, and if you don't create opportunities for them, they're gonna move on"
Promote from within success stories - Bill went from crew worker to leadership team; Brian went from watering plants to leadership team

Operational Excellence

Systems enable scalability - Strong systems allow any team member to maintain standards at either location
Communication requirements multiply - "When you have one location, you better communicate well. But when you have two, your communication better be 10 times better"

Market Entry Strategy

Expect to be unknown - 41 years of reputation in Dayton means nothing in Cincinnati
Invest heavily in marketing for new markets - Earmark larger percentage of marketing budget for the new location
Warm calling over cold calling - Always research prospects before contacting them

Mindset & Culture

Proof of concept exists - "If someone else has done what you're trying to do, that's the only proof you need to believe that you can do it too"
Stay humble in new markets - Being asked "Are you a brand new business?" was humbling but necessary
Strong culture transcends location - The team maintained standards even during leadership transitions
Focus on fundamentals - "People call you, you call 'em back if they're unhappy, you make 'em happy. Do a good job, communicate well with them. Those work in any marketplace"

Success Metrics

Branch success isn't about ego - Don't expand just to brag about multiple locations - focus on profitability and team opportunities
Organic growth focus - 90% of their growth from $4.2M to projected $18M came organically, not acquisitions

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Interview Series: Jason Cromley on a 90-Day Follow Up from GROW 2025

Marty Grunder — Wed, 28 May 2025 09:00:00 +0000

In this episode, Marty sits down with GROW 2025 tour host Jason Cromley to discuss what they both learned from the event, what the Hidden Creek team has been up to since February, and how they expect the year to go for their companies and the industry.

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00:00 Introduction and Welcome

00:32 Random Acts of Kindness

01:51 Interview with Jason Cromley

02:30 Reflections on Hosting Grow

09:23 Sales and Growth Updates

14:52 Operations and Hiring Challenges

18:15 Feedback and Future Plans

20:37 Sales Challenges and Solutions

21:46 Operational Insights and Peer Feedback

26:51 Personal Focus and Family Priorities

28:14 Future Goals and Team Dynamics

30:35 Takeaways and Final Thoughts

38:24 Conclusion and Closing Remarks

Show Notes:

Focus on improving efficiency rather than increasing headcount. Jason Cromley's company aims to boost revenue by $6 million without hiring additional staff. This underscores the importance of optimizing current resources and processes to achieve growth.

Utilize CRM and data analytics to drive sales and improve pipelines. Jason mentions that relying on data rather than emotions helps better understand sales figures and probabilities. This approach enables targeted efforts to close deals and meet financial goals more effectively.

Ensuring every team member is in the right role and performing efficiently is crucial. Jason aspires to have a team where each person understands their responsibilities and has the capacity to perform them well. This leads to a more productive and motivated workforce.

Building and maintaining trust with customers is essential. Prompt communication and reliability in service help foster strong client relationships. Jason emphasizes the importance of not giving customers a reason to doubt your business, which in turn secures repeat business and new referrals.

Strategic planning and forecasting are vital for sustainable growth. Jason highlights the importance of looking ahead and planning for future growth, ensuring that the business can handle increases in workload and demand. This long-term vision helps in setting realistic goals and preparing the team and resources accordingly.

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Resources:

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Ask Marty Anything! - With Marty Grunder & Emily Lindley of The Grow Group

Marty Grunder — Wed, 21 May 2025 09:00:00 +0000

Our listeners sent in their top questions, and we're asking Marty during this week's episode of The Grow Show!

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00:00 - Introduction & Welcome

01:05 - Book Recommendation: Winning with Accountability

02:15 - Ask Marty: Finding and Keeping Good People

05:59 - Career Paths & Opportunities for Growth

12:03 - Addressing Family Members in the Workplace

18:23 - H-2B Program Insights

23:04 - Sharing Metrics With Your Team

29:35 - Probing Questions for One-on-One Meetings

31:25 - Buy or Lease: Truck & Equipment Acquisition Strategies

34:53 - Boosting Team Productivity

43:16 - Deer & Rabbit Control Challenges

46:07 - Effective Marketing Strategies

51:45 - Vertical Integration Methods and Subcontracting

54:03 - Final Thoughts

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Interview Series: Vince Torchia on Focusing on What We Can Control

Marty Grunder — Wed, 14 May 2025 09:00:00 +0000

In this session, Marty and Vince discuss the three things Vince is thinking about and working with our ACE Peer Group Members in 2025. They also cover trends that they're seeing in the market, in companies around the country, and what companies should be paying attention to this year.

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00:00 - Introduction & Welcome

01:41 - Meet Vince Torchia & His Role at Grunder and the Grow Group

03:42 - Legal Concerns for Landscaping Companies

12:46 - ACE Companies and Revenue Benchmarks

14:05 - Focus on Maintenance and Stability

15:25 - Economic Anomalies and Workforce Issues

18:23 - Training and Development Trends

22:18 - Future Plans & An Exciting Announcement

Show Notes

- Vince reflects on his 15-year journey at Grunder Landscaping, from intern to partner, highlighting the strong partnership and growth they've achieved.

- Vince outlines his responsibilities at both Grunder Landscaping and the Grow Group, emphasizing his role in strategic operations and peer group management.

- The importance of training for leadership and legal compliance in landscaping companies is stressed, with a focus on harassment policies and documentation.

- Vince discusses the necessity of clear BYOD (Bring Your Own Device) policies to manage work-related communications and data on personal devices.

- Contracts should be regularly reviewed for clear entry and exit terms to avoid legal and operational issues.

- Vince shares his perspective on the economy, advising businesses to focus on controllable elements and remain pragmatic about external economic factors.

- Significant insights from ACE group meetings indicate that sales growth is slowing, but companies are still expanding, and there's renewed focus on maintenance services for stability.

- Marty and Vince discuss the challenges of high interest rates, low unemployment, and difficulty in finding workers, emphasizing the need for businesses to adapt and train internally.

- Finally, Vince talks about the upcoming events for the Grow Group and the exciting partnership with Snow Fighters to provide training and education for snow removal professionals.

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Resources:

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Leadership: Training the Trainer & Empowering Your Team

Marty Grunder — Wed, 07 May 2025 09:00:00 +0000

We trust members of our team in leadership roles to share information and coach the team that reports to them to do their best work, but are we investing in their education too? In this episode, Marty Grunder shares what they do at Grunder Landscaping Co. to coach new leaders and support them as they teach their own teams their skills.

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00:00 - Introduction & Welcome

00:40 - The Importance of Training

01:41 - Vision, Mission, and Core Values

02:44 - Non-Negotiables & Training Framework

03:51 - Why We Train

05:16 - How We Train

06:51 - Steps to Effective Training

10:20 - The Power of Praise

13:51 - Please Share & Subscribe!

Show Notes

Training the Trainer: Marty emphasizes the importance of training the trainers within the organization. He highlights how essential it is for trainers to not only provide skills but also to embody and pass on the company's culture and values. Effective training can lead to improved performance and leadership within the team.
Vision Statement: Marty explains that every training session should start with the company's vision statement. The vision statement reflects the long-term goals and aspirations of the company, serving as the "Super Bowl" or the ultimate achievement everyone is working towards.
Mission Statement: The mission statement details the company's daily operations and how they plan to achieve their vision. Marty underscores the importance of aligning the mission with the company's core activities and ensuring that every team member understands and is committed to this mission.
Core Values: Marty discusses the core values of the company which include quality, leadership, teamwork, and profitability. These values guide the behaviors and decision-making processes within the organization, ensuring that everyone is working towards the same standards and goals.
Non-Negotiables: Marty highlights the eight non-negotiable behaviors that are crucial for the company's success. These include taking initiative, maintaining a positive attitude, effective communication, accountability, having a growth mindset, managing time, upholding professionalism, and expecting continuous improvement. These were established by the team's input and are integral to the company's operations.
How We Train: Marty outlines the methods and mindset for effective training, emphasizing the need for safety, patience, clarity, repetition, and opportunities. Training begins on the first day and is continuous, focusing on developing new leaders. Using videos and standard operating procedures (SOPs) are recommended for clear and effective training.
Why We Train: Training is crucial for creating more leaders, providing growth opportunities for the team, and ensuring that employees can manage responsibilities independently. This fosters a culture of continuous improvement and advancement within the company, ultimately leading to better performance and satisfaction.

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Leadership: Running Meetings that Actually Work

Marty Grunder — Wed, 30 Apr 2025 09:00:00 +0000

Nobody likes bad meetings — they waste time, drain energy, and rarely get results. In this episode, we’re breaking down the 5 must-haves for running meetings that actually work. From setting a clear purpose to leaving with real action items, we’ll give you a simple framework to tighten up every meeting on your calendar. If your meetings are lacking this Spring; this episode is for you.

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00:00 - Start

01:01 - Defining the Purpose of Meetings

02:00 - Setting the Agenda

03:27 - Assigning Roles and Responsibilities

05:13 - Types of Meetings and Their Goals

07:00 - Maintain Your Meeting Commitments

09:40 - Weekly & Monthly Meeting Structures

11:30 - Final Thoughts

Show Notes

Clear Meeting Purpose: Always define the purpose of each meeting to prevent unnecessary gatherings

Agenda Preparation: Create and share a detailed agenda in advance to ensure participants come prepared.

Defined Roles: Assign roles such as timekeeper, note-taker, and facilitator to ensure smooth meeting flow.

Types of Meetings: Distinguish between decision-making, working, and informational meetings to maintain focus and clarity.

Honor Commitments: Keep meeting schedules and commitments to build trust within the team even during peak seasons.

Essential Meetings: Schedule regular weekly meetings for operations, sales, and finance/admin, along with monthly and quarterly reviews.

One-on-One Sessions: Conduct weekly one-on-ones to address individual progress and foster personal connections.

Final Thought: Structured and respected meetings build momentum and improve organizational efficiency.

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Episode 99 Sales: Marty's Tips for Spring Sales - Prospect, Nurture, & Close!

Leadership: Essential Spring Focus Areas for Your Landscaping Business

Marty Grunder — Wed, 23 Apr 2025 09:00:00 +0000

The seasonality of our businesses is real. In this episode, Marty outlines ways that landscape pros can keep their sanity and optimize their productivity in the busy spring and summer months.

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00:00 - Introduction & Welcome

01:45 - Annual Theme for Grunder Landscaping: FOCUS

02:44 - Key Focus Areas for Success This Spring

03:34 - Sales Strategies & Client Management

06:58 - Getting Work Done Efficiently

09:06 - Take Care of Your Team

11:36 - What NOT to Focus On

18:03 - Please Subscribe!

Episode 102 - Leadership: Managing Stress - "Find the Blue Skies"

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Interview Series: Mark Tipton and Whitney Griffin On Streamlining Operations

Marty Grunder — Wed, 16 Apr 2025 09:00:00 +0000

In this episode of The Grow Show, Marty Grunder is joined by Mark Tipton, Founder & CEO of Aspire and Whitney Griffin to talk about the early days of starting the company, how the software has evolved, and what lessons the team has learned along the way.

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00:00 - Introduction & Welcome

01:29 - Meet Mark Tipton: The Journey of Aspire

10:02 - Mark’s Personal Life and Family

11:13 - Introducing Whitney Griffin

12:13 - Whitney’s Career Path and Challenges

16:32 - Aspire’s Focus on Construction

21:50 - User Feedback and Development

25:05 - Aspire’s Vendor Management Feature

26:47 - Flexibility in Estimating and Purchasing within Aspire

26:57 - Final Thoughts

27:59 - Implementing Aspire: Challenges and Benefits

30:46 - Aspire’s Item Substitution Feature

32:09 - Final Reflections and Advice

34:07 - New Features and Future Roadmap for Aspire

40:33 - Best Practices for Using Aspire

45:60 - Final Thoughts and Contact Information

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Spring Traps: 3 Leadership Traps to Watch This Spring

Marty Grunder — Wed, 09 Apr 2025 09:30:00 +0000

In any busy time; it’s easy to fall into bad habits. On this week's episode of the GROW Show; Vince will give you 3 leadership mistakes to avoid this Spring.

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00:00 - Introduction

01:11 - Leadership Influence on Company Culture

01:34 - Aligning Actions With Priorities

02:46 - Grow Leaders Within The Company

04:17 - Empower Leaders Through Experience

06:20 - The Role of Chief Reminding Officer

08:39 - Final Thoughts

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Remember the Blue Skies Video

Leadership: Managing Stress - "Find the Blue Skies"

Marty Grunder — Wed, 02 Apr 2025 09:30:00 +0000

We're on the run right now, and as leaders (whether in title or just in attitude) we set the tone for our organization. By taking care of ourselves, we can be the best versions of ourselves for our coworkers, family, and friends. In this episode, recovering hot head Marty Grunder shares what he does to stay calm even when you-know-what hits the fan.

10 Minute Meditation by Headspace

00:00 - Introduction and Welcome

01:23 - Grow 2026 - Dallas, Texas

02:02 - Managing Stress: An Overview

04:04 - Blue Skies Concept

06:21 - Embracing Stress & Planning Ahead

10:45 - Learning from Mistakes

13:59 - Notice, Pause, Allow: A Mindfulness Technique

19:16 - Take Care of Yourself: Diet, Exercise, and Sleep

22:58 - Blue Skies Mindfulness

25:42 - Conclusion and Call to Action

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Marketing: Are Your Ads Targeted? - Boost Your Spring Marketing Campaign!

Marty Grunder — Wed, 26 Mar 2025 09:00:00 +0000

As you and your company work to drum up spring business, Emily Lindley uses this episode of The Grow Show to talk about what to watch for when setting up social media ads and how to get the most bang for your buck.

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00:00 - Introduction & Welcome

00:27 - Introduction to Spring Marketing Campaigns

00:54 - Benefits and Challenges of Running Ads on Social Media

02:07 - Common Mistakes in Ad Targeting

04:27 - Setting Up Effective Social Media Ads

09:39 - Be Intentional With Creating Your Audience

13:07 - Final Tips

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Building a Business Through Brotherhood - With Marty & Rich Grunder

Marty Grunder — Wed, 19 Mar 2025 09:00:00 +0000

In this special 100th episode of The Grow Show, Marty Grunder, CEO of Grunder Landscaping Company and The Grow Group, welcomes his younger brother, Rich Grunder. Rich is employee #2 at Grunder Landscaping Co. Holding the title of "most fired and rehired employee" in the company's history.

Together, they reminisce about their early days of starting the landscaping business, sharing stories about overcoming challenges, dealing with tough clients, and the experiences that shaped their work ethic.

Rich, who now works in wealth management in Seattle, talks about his journey, including his time fighting forest fires in Alaska, and the lessons learned from their parents. They also discuss the value of gratitude, business insights for 2025, and the importance of allowing kids to grow and learn from their own experiences.

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00:00 - Introduction & Special Guest Announcement

01:47 - Introducing Rich Grunder

04:21 - Early Landscaping Memories

10:11 - Funny and Embarrassing Moments in the Early Years

16:21 - Marty’s Management Style Early On

20:01 - Lessons Learned from Early Business Challenges

22:53 - Reflecting on Family Dynamics

24:31 - The Influence of Parents

28:48 - Leadership Lessons From Mom

30:29 - Baseball and Business Insights for 2025

33:46 - Reflecting as Parents

36:42 - Closing Thoughts

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Sales: Marty's Tips for Spring Sales - Prospect, Nurture, & Close!

Marty Grunder — Wed, 12 Mar 2025 09:00:00 +0000

In this episode of The Grow Show powered by Stihl, Marty Grunder from Grunder Landscaping Company and The Grow Group shares actionable sales tips to help you improve your sales strategies. Marty emphasizes the importance of daily routines in sales, focusing on three key actions: prospecting, nurturing relationships, and closing deals. He also highlights the significance of follow-up post-sale and appreciating your team members. Marty’s insights are designed to help you manage your time effectively and build lasting relationships with clients, ensuring repeat business and referrals. Subscribe to stay updated and boost your sales performance!

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00:00 - Welcome to the Grow Show

00:23 - Show Introduction

03:16 - Daily Sales Routine: Prospect, Nurture, Close

05:10 - Nurture Relationships

07:16 - Close the Deal!

09:44 - The Real Selling Starts After The Sale

11:38 - Show Appreciation for Your Team

15:15 - Conclusion and Upcoming Events

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Interview Series: Spring Cleanups: Tips for Efficiency with Alan Whitt of Grunder Landscaping

Marty Grunder — Wed, 05 Mar 2025 10:00:00 +0000

In this episode of The Grow Show, Marty Grunder from Grunder Landscaping Company and the Grow Group discusses spring cleanups with Alan Whitt, a group leader at the company. They emphasize the importance of having a systematic approach to ensure efficiency and quality in cleanup tasks. Alan shares his role in supporting team members, the tasks involved in a spring cleanup, and the importance of training and consistent communication. The episode also highlights the use of technology like Microsoft Outlook's Q function and the Aspire system to improve efficiency and work-life balance. Marty and Alan discuss leadership styles, team dynamics, and goals for continued growth and improvement in 2025.

00:00 - Intro

00:23 - Introduction & Greeting from Marty

01:05 - Microsoft Outlook’s Q Function Increases Communication

02:16 - Introducing Alan Whitt & The Role of A Group Leader

05:18 - Spring Cleanup Systems

10:40 - Team Coordination, Language Barriers & Solutions

13:04 - Implementing Technology in Landscaping

16:17 - Specific Ways to Lead Your Team Members

17:49 - Reflecting on Past Successes & Building Relationships

21:49 - Maintaining High Standards From Top to Bottom in a Company

23:52 - Conclusion and Invitation

Show Notes:

Structured System for Tasks Like Spring Cleanups: Implementing a system for tasks like spring cleanups helps ensure efficiency, consistency, and quality across different job sites. It allows teams to follow a standardized process, resulting in better outcomes and time management.

Role of a Group Leader: Group leaders are essential in preparing and planning tasks for team members. They assist in identifying potential issues ahead of time and streamline the work process, which is crucial for minimizing delays and ensuring projects are completed smoothly.

Continuous Training and Cross-Training: Regular training and cross-training enable team members to be versatile and capable of handling various tasks. This approach ensures that the team remains adaptable, especially when there are absences or unexpected changes in the workload.

Utilizing Technology: Leveraging tools like Microsoft Outlook's Q function and the Aspire system enhances project management and operational efficiency. It allows for better planning, communication, and tracking, ultimately leading to increased productivity and profitability.

Maintaining Professionalism: Professionalism in attire, behavior, and cleanliness of equipment and vehicles builds client trust and portrays a positive company image. This practice is critical for client satisfaction and helps in securing repeat business and referrals.

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Leadership: Change Starts Here - Maximize Productivity With Your Team

Marty Grunder — Wed, 26 Feb 2025 10:00:00 +0000

As our team is onsite for GROW! 2025 this week, Marty shares his tips for making the most of industry events by prioritizing the take-aways you'll implement, having a growth mindset, and getting your team onboard for changes.

Action Steps:

Prioritize and Organize Tasks: Use a structured approach like 'bracketology' to prioritize tasks. Write all tasks down, sort them by importance, and focus on completing the top priorities first.
Be Realistic and Mindful of Your Team: Avoid overwhelming your team with too many ideas at once. Understand that they can only handle so much, and focus on what's realistically achievable.
Keep Goals Front and Center: Always keep your goals visible and regularly review them. This includes maintaining a prioritized to-do list and having reminders in place to ensure you stay on track.
Delegate and Develop Leaders: Delegate tasks to the right people, not just those with time. This helps in developing leadership skills within your team and ensures tasks are handled efficiently.
Celebrate Successes: Reward yourself and your team for achieving goals. Celebrating successes helps in maintaining morale and reinforcing the behaviors you want to see in your organization.

00:00 - Introduction & Welcome

01:38 - Recap of Grow 2025 Event

02:09 - Strategies to Prioritize Tasks

03:50 - Organize Your Thoughts Through Bracketology

09:30 - How to Implement Your Action Plan

14:08 - Stay Focused and Find Accountability

18:26 - Share Goals and Seek Help When Necessary

23:42 - Reward Success & Celebrate Achievements

26:55 - Final Thoughts

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Looking forward to GROW! 2025 next month!

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Interview Series: Greg Cole: Thriving Through Positive Culture in Landscaping

Marty Grunder — Wed, 19 Feb 2025 10:00:00 +0000

In this episode of The Grow Show powered by Stihl, host Marty Grunder speaks with Greg Cole from Cole Landscaping outside of Boston. The conversation emphasizes building a strong culture, setting clear goals, and the importance of giving back to both the community and the industry.

00:00 - Welcome to the Grow Show

01:42 - Meet Greg Cole from Cole Landscaping

02:17 - Greg’s Journey into Landscaping

05:28 - Challenges and Mentorship As a Business Grows

10:34 - Greg’s Personal Growth and Transformation

14:59 - Time Management and Building Daily Habits

21:24 - Greg’s Open Book Philosophy

23:52 - Things to Learn From Smaller Companies

27:56 - Embracing Technology for Growth

29:23 - Greg’s Advice to Younger Self

31:42 - Strategies to Build a Positive Culture

35:12 - The Importance of Giving Back

39:09 - The Impact of Collaboration and Networking

40:36 - Final Thoughts

Show Notes:

Personal Development and Health Impact Business Success: Focusing on personal growth and health can transform your mindset and leadership abilities. It not only boosts your energy levels but also positively affects how you run your business.

Importance of Setting Clear Goals and Accountability: Writing down clear goals and tracking your daily activities ensures accountability and direction. Tools like Habit Tracker can help manage and achieve your targets efficiently.

Learning from and Sharing with Peers: Engaging with peer groups and sharing knowledge with both smaller and larger companies can provide fresh perspectives and innovative solutions. This peer interaction fosters continuous improvement.

Leveraging Technology for Growth: Adopting technology solutions like Aspire software is crucial for operational efficiency and growth. Integrating tech can streamline processes and help scale your business.

Building and Maintaining a Positive Culture: Creating a positive work environment through activities like morning stretch sessions and regular recognition boosts employee satisfaction and performance. A strong culture is essential for long-term success.

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Leadership: Kickoff Meeting Secrets - How to Energize and Align Your Team

Marty Grunder — Wed, 12 Feb 2025 10:00:00 +0000

In this episode of The Grow Show, Marty Grunder shares essential insights on conducting an effective seasonal kickoff meeting for landscaping businesses. Marty outlines five key strategies:

Plan meticulously with a formal agenda
Create an experiential learning environment
Involve team members in presenting different sections
Share more information than you're comfortable with
Debrief and improve after the meeting

Marty emphasizes the importance of transparency, engagement, and clear communication. Sharing financial goals, company mission, core values, and creating a rallying cry to motivate the team. The episode provides a detailed walkthrough of Grunder Landscaping's 2024 kickoff meeting, highlighting how to make these gatherings both informative and inspiring.

00:00 - Introduction & Welcome

00:51 - Dealing With Challenges: A Snowstorm Story

02:01 - Seasonal Kickoff Meetings: Importance & Best Practices

03:26 - Planning & Executing a Successful Kickoff Meeting

05:13 - Engaging Your Team: Experiential Learning

07:39 - Sharing Information & Building Trust

10:50 - Debriefing and Continuous Improvement

11:26 - Kickoff Meeting Highlights & Examples

15:51 - Conclusion & Grow 2025

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Marketing: Make a Great First Impression!

Marty Grunder — Wed, 05 Feb 2025 10:00:00 +0000

In this episode of The Grow Show, hosted by Emily Lindley, content and events manager at The Grow Group and marketing manager for Grunder Landscaping Company, listeners are introduced to effective client communication strategies for landscaping companies. Emily emphasizes the importance of good communication to stand out from competitors and build trust with clients. She highlights automating communications to ease the burden on sales and production teams and shares a practical example of a sales team introduction email template. This episode offers insights on setting up efficient communication practices during the winter to prepare for the busy spring season. This topic will be spoken on in more depth at the upcoming Grow 2025 event in Columbus, Ohio.

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Discussed in this episode:

- Automate client communication where possible to alleviate workload from sales and production teams.

- Personalize communication with clients by providing detailed introduction emails featuring salespeople's backgrounds and personal touches.

- Use templates for consistent messaging; ensure every salesperson has a tailored template set up in email systems.

- Highlight company-wide promises and unique value propositions in client communications to build trust.

- Maintain high standards for team attitudes and behaviors, emphasizing friendliness, tidiness, efficiency, and preparedness.

- Encourage internal communication to prevent clients from having to repeat information, ensuring smooth transitions between sales and production teams.

- Sign off introduction emails from company leadership to emphasize the importance of the client relationship and the salesperson's role.

00:00 - Introduction & Welcome

01:32 - Importance of Client Communication

02:57 - Automating Your Communication with Clients

04:07 - Strengthen Your Sales Team Introduction Email

05:07 - Key Ways to Personalize Client Interactions

06:56 - Communicating the Company Promises and Values

08:59 - Conclusion and Invitation to Grow 2025

Looking forward to GROW! 2025 next month!

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Leadership: Orientation & Onboarding Strategies

Marty Grunder — Wed, 29 Jan 2025 10:00:00 +0000

Discover the key differences between orientation and onboarding in this concise podcast episode. Learn why both are crucial for successfully integrating new hires and boosting long-term engagement. We'll break down how orientation sets the stage and how onboarding drives deeper employee connection and productivity and learn how RJ Lawn and Landscape and Hidden Creek do this well! Tune in to ensure your new hire process is setting your team up for success!

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In This Episode:

00:00 - Introduction & Welcome

01:58 - Defining Orientation

02:54 - Setting the Tone With Orientation

06:19 - Defining Onboarding & Effective Strategies

08:04 - Increase Retention & Engagement

10:17 - Conclusion And Final Thoughts

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Show Notes:

Orientation vs. Onboarding:

- Orientation is a one-time event for new hires, where they get all the necessary information about the company.

- Onboarding is a longer-term, structured process aimed at integrating new team members into the organization.

Purpose of Orientation:

- Provides a crash course on how the company works.

- Covers policies, procedures, paperwork, company history, and administrative tasks.

- Sets the tone and culture of the company.

- Helps new hires understand expectations and the working environment.

Setting the Tone:

- Orientation can set the tone for punctuality, professionalism, and workplace culture.

- Example contrasts of tone:

- Bill Belichick's strict, no-nonsense orientation style with the New England Patriots.

- Mike McDaniel’s relaxed, friendly approach with the Miami Dolphins.

Onboarding Details:

- Involves role-specific training and development.

- Includes continuous feedback and performance assessments.

- Common practice of 30, 60, 90-day check-ins to ensure ongoing support and engagement.

Long-term Goals of Onboarding:

- Ensures new team members are productive and engaged.

- Focuses on both job performance and employee satisfaction.

Impact of Effective Onboarding:

- Increases retention and job satisfaction.

- Enhances overall company success by creating a strong, engaged workforce.

Leadership: How the 4 Pillars of Success Support Landscaping Companies

Marty Grunder — Wed, 22 Jan 2025 10:00:00 +0000

In this episode, Marty Grunder and Vince Torchia discuss the 4 Pillars of Success and what successful landscaping companies are doing in 2025 to ensure they have strength in their Platform, People, Process, and Profits.

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In This Episode:

00:00 - Start

00:24 - Introduction and Welcome

01:59 - The Four PIllars of Success

02:45 - Deep Dive into Platform

07:39 - Focusing on People

10:02 - Thoughts on the Current Labor Market

15:34 - Optimizing Processes

19:26 - Driving Profits

23:12 - Grow Event 2025

Looking forward to GROW! 2025 next month!

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Leadership Essentials: Practical Tips for 2025

Marty Grunder — Wed, 15 Jan 2025 10:00:00 +0000

In Episode 91 of The Grow Show, Marty Grunder from Grunder Landscaping and the Grow Group provides valuable insights into effective leadership. Marty emphasizes the importance of leading by example, maintaining integrity, showing enthusiasm, and communicating effectively. He shares personal anecdotes and actionable steps to become a better leader in 2025, including being proactive, taking risks, and embracing challenges with a positive mindset. Additionally, Marty underscores the importance of setting a clear vision and purpose, and constantly working on self-improvement. The episode concludes with an invitation to the Grow 2025 event in Columbus, Ohio, focusing on leadership, sales, and finance.

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In This Episode:

(00:00) - Introduction & Welcome

(02:28) - Leading By Example

(03:36) - Embracing Challenges

(06:17) - Bring the Juice!

(08:20) - Communicate Effectively

(13:08) - 4 Steps to Better Communication

(16:23) - Impact for the Better

(17:54) - Fix Problems With TNT

Looking forward to GROW! 2025 next month!

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Leadership: Managing Up

Marty Grunder — Wed, 08 Jan 2025 10:00:00 +0000

How can you, as a team member who isn't in a leadership role, drive meaningful change within your organization in 2025?

In this episode of The Grow Show, Vince Torchia, Vice President of The Grow Group, discusses the often overlooked but crucial skill of managing up. While much focus is placed on how managers can lead their teams, Vince emphasizes the importance of team members effectively managing their relationship with their manager to ensure smoother operations and success within the company. Vince shares practical tips on anticipating challenges, communicating clearly, embracing ownership, and adapting to decisions for the greater good—skills that can make a big difference in both team dynamics and overall company performance.

In This Episode:

(00:00) Vince shares some ideas for team members in 2025, don’t overthink, ‘just do it!’
(02:16) Learn to anticipate challenges and opportunities - especially outside your ‘silo’
(03:00) Communicate
(04:00) Understand, accept, move on!
(05:00) Take ownership
(06:00) Recap and closing thoughts
Looking forward to GROW! 2025 next month!
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Sales: Networking and Business Development Basics

Marty Grunder — Wed, 01 Jan 2025 10:00:00 +0000

In this episode, Marty reveals how a simple $70 lunch turned into nearly $2M in business for Grunder Landscaping Co. in 2024!

Tune in to hear Marty share his networking strategies, from identifying the right clients to building meaningful relationships that lead to long-term success. Learn how to craft a targeted prospect list, leverage contact management tools like Aspire, and stand out in a crowded market. Discover the power of personal touches, like handwritten notes, phone calls, and face-to-face meetings, and hear how sports and shared interests can create lasting business connections. Whether you're starting from scratch or refining your approach, this episode is packed with actionable tips to help you grow your landscaping business through smart networking!

In This Episode:

(00:00) Spending holiday time with family
(03:16) The four key elements to attracting new sales - find more of your ideal clients
(05:00) Targeting and contacting your client list, do you have your list in Aspire or other software? What are you doing to stand out to potential clients?
(08:00) Reaching out to your prospects - key channels, contact etiquette
(14:00) A success story around a new networking source - sports are a great common ground
(19:00) Buying radio spots, closing thoughts
Looking forward to GROW! 2025
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Interview Series: Thinking Like Owners with Christianna Denelsbeck Rudder

Marty Grunder — Wed, 25 Dec 2024 10:00:00 +0000

How can mentorship serve as a pivotal influence in career advancement, particularly for women in traditionally male-dominated fields such as finance and landscaping?

In this episode, Marty Grunder is joined by Landscape Workshop CFO Christianna Denelsbeck Rudder to talk about how they get their branch managers to think like owners, what's changed as the company has grown, the metrics they pay attention to, what it's like working with CEO J.T. Price, and the challenges and solutions she's found as the business faced challenges.

Christianna stresses that cultural integration is more than a buzzword—it's the backbone of successful mergers. With a dedicated PMI team, companies can align cultures and operations, ensuring smoother transitions. She also sheds light on why business owners might consider selling, highlighting that larger partnerships can alleviate labor challenges and administrative burdens, allowing businesses to thrive by focusing on core strengths. From mentorship to leadership, Christianna speaks candidly about the importance of direct feedback and open communication in career growth. Learn how she's been inspired by mentors with McKinsey backgrounds and how "honest, open, and transparent" conversations foster a performance-driven culture. You’ll hear some of the unique challenges women face in this industry, advocating for mentorship to break down barriers, whether it's navigating maternity leave or bridging gender gaps. Community involvement is key - Christianna recounts her engagement with initiatives like Rotaract, demonstrating the powerful impact of mentorship and community support.

Landscape Workshop is a full-service grounds management company that has been providing professional service and expert maintenance for outdoor commercial spaces since 1984. We bring out the best in each property we serve while delivering a first-class experience every time. With multiple locations throughout the Southeast, LW has the resources to consistently deliver superior landscaping services across our expansive footprint. Our regional clients have the unique benefit of hiring one landscape vendor for multiple locations.

In This Episode:

(00:00) ACE group memories from New Orleans, intro of guest Christianna Denelsbeck Rudder, CFO of Landscape Workshop
(05:44) The path to finance and accounting, learning from challenges
(12:07) Cultural integration in mergers and acquisitions, why business owners should consider selling for growth opportunities, role of CFO in small company operations
(24:00) JT Price - how is it to work for a demanding CEO? Tips and tricks on getting promoted, value of direct feedback and transparent communication
(32:55) Excelling in current roles as a pathway to promotions, mentorship in male-dominated industries, learning from younger/older colleagues and their perspectives, navigating unique situations with female mentorship
(37:00) Recognizing you’re not the only one who can do the job, letting go of perfectionism, strategies for staying organized with technology and outsourcing
(41:54) Christianna’s free time activities
(42:43) Community involvement - NALP, Rotaract, Elevate
Looking forward to GROW! 2025
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VSI by Boss

Interview Series: Jordan Smith from VSI by Boss on Health and Snow

Marty Grunder — Wed, 18 Dec 2024 10:00:00 +0000

What are the challenges and opportunities facing the snow and ice control industry, and how are companies like VSI and Storm Equipment leading the way in setting new standards and educating contractors on best practices?

Marty Grunder is joined by Jordan Smith on this episode of The Grow Show powered by STIHL to discuss his journey in the landscaping and snow removal industry. They talk about the challenges Jordan has faced in his career and how he's overcome them, the changes the snow industry has faced, and what he believes is coming next for pros who offer snow and ice services.

In the evolving landscape of the snow industry, standardized practices are necessary. In their conversation, Marty and Jordan discuss how companies like VSI and Storm Equipment are pioneering efforts to educate contractors about proper pricing and asset recovery. You’ll hear about cutting-edge advancements in snow removal technology, from versatile Boss products to heavy equipment innovations that enhance productivity and employee morale. Find out how the value of a passionate team and treating snow as a critical service can transform challenges into opportunities.

Voigt Smith Innovation (VSI) was founded from a landscaping and snow removal company that began with a one-man crew and grew rapidly over the years. To differentiate from competitors, VSI started offering specialized services like hydroseeding and liquid de-icing, eventually designing and building their own equipment after being dissatisfied with the market options. After years of refinement, VSI realized their expertise could help other contractors, leading to the company's formation. With over 10 years of experience, VSI focuses on customer satisfaction, using high-quality components like Honda engines and Banjo pumps, and offering warranties for reliability and peace of mind.

In This Episode:

(00:00) Weight loss and eating habits
(02:15) Intro and background - Jordan Smith's journey from college landscaping to liquid de-icing under the VSI brand
(05:52) Jordan’s health over the years, progress losing weight - 400 lbs down to 230
(11:20) Setting standards in snow industry, consistency and dedication are key, snow and landscape industries need standardization and education
(17:00) Proper pricing and asset recovery, how VSI and Storm Equipment are pioneering efforts to elevate industry standards, with a focus on innovations like liquid de-icing
(21:41) Best practices and innovations in snow removal equipment, including Boss products and heavy equipment attachments, increase efficiency and employee morale
(28:19) The snow removal and construction industries have shifted to larger sites, advanced techniques, and private equity involvement
(39:39) Snow industry and management mindset shift, passionate team building, and strategic approach can turn deficits into profits
(43:00) Final thoughts
(44:26) Landscape Business Podcast Promotion
Looking forward to GROW! 2025
Subscribe and share the Grow Show to help more landscape pros discover it. Thank you for being part of our community.

Resources:

Interview Series: Wake Up Calls, Turning Points, and the Role of a Leader with Jeffrey Johns

Marty Grunder — Wed, 11 Dec 2024 10:00:00 +0000

How did a chance meeting at a GROW! boot camp 30 years ago set the stage for Jeffrey Johns' successful journey in the landscaping industry with his company Coastal Greenery?

Marty Grunder chats with Jeffrey about their similar paths and experiences, Jeffrey's journey as an entrepreneur, the tough times in business that served as wake-up calls, and what was important for him to learn to get to where he is today. The episode then pivots to Jeffrey's role today, what he does to help his team, and how he works with family successfully.

Discover how Jeffrey's passion for landscaping, nurtured by his family, evolved into a sustainable business. You’ll hear Jeffrey open up about the family dynamics that drive Coastal Greenery, highlighting the pivotal roles of his wife Misty, and twin sons, Jacob and Joshua. With a 60-65 hour workweek, Jeffrey and Misty complement each other's leadership styles, evolving their roles based on team feedback and expectations. The conversation is a rich narrative on leadership, legacy, and the timeless value of building strong familial and business connections within the landscaping industry.

Coastal Greenery specializes in commercial landscape maintenance, providing tailored solutions that enhance the beauty and sustainability of each property. Their experienced team offers a Total Care Program, which includes turf care, tree and shrub maintenance, water management, seasonal flower installations, plant healthcare, and mulch installations. The Coastal Greeneryteam is dedicated to creating landscapes that reflect a business’s values while ensuring long-term health and functionality. From routine care to customized enhancements, Coastal Greenery is committed to delivering exceptional service for every commercial property.

In This Episode:

Fall golf weather
Intro and background - Jeffrey Johns' journey in landscaping, family's importance, and teamwork in Coastal Greenery's success
Jeffrey’s start in the entrepreneurial space, mom’s van and family support, landscape architecture degree, working in Atlanta
Entrepreneurial spirit, Jeffrey’s love of landscaping first, business challenges, getting a financial education, creativity and financial balance
Getting out of the way, leading a family business with a demanding 60+ hour workweek, balancing roles and expectations, and evolving with team feedback, coaching
Family relationships at work with wife Misty, and twin sons Jacob and Joshua
Clarity in expectations, metrics, and transparency
Jeffrey’s role mentoring with Grunder peer groups, advice for younger people coming up in the industry and Jeffrey’s younger self, people and relationships must be front of mind
Looking forward to GROW! 2025
Share with someone in landscaping, subscribe, like, share, and send us your show ideas and comments!

Resources:

Coastal Greenery

Book: Only the Paranoid Survive

Pacific Landscape Management

Interview Series: Bob and David Grover on Working with Family and Growing a Commercial Landscaping Business

Marty Grunder — Wed, 04 Dec 2024 10:00:00 +0000

Bob and David Grover join Marty Grunder on The Grow Show this week to talk about working with family, the journey and growth of Pacific Landscape Management, and what goes into running their Portland, OR-based commercial landscaping business.

The episode delves into turning a shared passion for the outdoors into a thriving family business in landscaping. The Grovers candidly discuss the unique challenges of managing family dynamics in a business setting, their strategies for maintaining professionalism, and the necessity of clear boundaries and mutual respect. They also share insights on business growth, particularly their expansion from Portland to Seattle, and discuss effective communication strategies that prioritize transparency and collaboration. This episode provides valuable advice for those involved in family businesses and anyone seeking success in the green industry.

Pacific Landscape Management, founded in 2001, has grown into a leading landscape management company in the northwest with 4 branches in Oregon and Washington. In 2022, they expanded to the Puget Sound region, partnering with Earthworks Landscape Services and His Hands Lawncare. With a team of 500, they manage over 2,000 properties from Everett, WA to Corvallis, OR. Pacific offers full-service landscape management, specializing in sustainable practices such as water conservation, pesticide reduction, and waste recycling. They are committed to enhancing landscapes while minimizing environmental impact, earning national recognition for their efforts.

In This Episode:

Intro and background - Bob and David Grover, Bob Grover's early career in horticulture, creating a respectful culture at Pacific Landscape Management
David Grover's journey in the family business, educational path and leadership development, balancing family expectations and personal integrity
How the commercial business is segmented, business growth and labor challenges in expansion, applying "optimistically paranoid" for risk management, taking on an equity partner
Challenges, strategies, and advice for navigating family dynamics at work, professional boundaries in family business
Effective communication for business success, addressing generational differences in the workplace, what younger people are looking for
Looking forward to GROW! 2025
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Resources:

Interview Series: Managing Battery Power All Day Long LIVE from Equip Expo

Marty Grunder — Wed, 27 Nov 2024 10:00:00 +0000

In this special live episode from the STIHL booth at Equip Expo 2024, moderator Marty Grunder is joined by an expert panel including Brandon Haley, Vice President of Grounds at SSC Services for Education, Chase Stetson of "That Lawn Dude," and Mike Poluka, Senior Manager at STIHL USA.

The panel explores best practices for managing battery-powered tools, both on-site and at company headquarters. You’ll hear how to promote battery technology to customers, how and where to use mobile charging solutions, and how to track assets and equipment with connected tracking systems. Wondering about charging times and environmental challenges—like extreme heat and cold? These issues are also addressed. The benefits of battery power are many, including its lighter weight, enhanced safety features, and improved performance. The episode concludes with audience questions, tackling real-world challenges and practical solutions for keeping battery tools running smoothly throughout the day.

In This Episode:

The episode opens with Marty Grunder and panel experts discussing the transition from gas to battery-powered equipment
Intro of Moderator Marty Grunder
Intro of Brandon Haley, Vice President of Grounds for SSC Services for Education
Intro to Chase Stetson, “That Lawn Dude”
Promoting battery power to your customers
Intro of Mike Poluka, Sr. Manager, Strategic and Commercial Accounts @ STIHL USA
Best practices for managing batteries at HQ and on sites, the ProPower Hub Solution from Stihl
Benefits of mobile charging tech
Asset tracking - tags, ‘Stihl-connected’ tracking and data function embedded in batteries
Comparing gas to battery equipment at the Expo, lightweight, safety functions
Charging times for different tech, challenging situations, using battery power at the right levels
Environmental challenges with heat and cold
Audience questions
Last words and key takeaways
Looking forward to GROW! 2025
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Resources:

GROW! 2025 Feb 25-27, Columbus OH

Virtual Sales Bootcamp

Sales: What Should You Be Doing Now to Ensure a Healthy Backlog Next Spring

Marty Grunder — Wed, 20 Nov 2024 10:00:00 +0000

As companies look ahead for a healthy spring backlog, Marty shares tips and tactics to help teams wrap up 2024 well and prepare their sales team to work together for a successful 2025.

Marty discusses identifying your best clients to focus on, establishing clear sales goals with your team, and relays wisdom from Grunder President Seth Pflum on refining your sales process. How are your client renewal rates? Have you reached out to your prospects for 2025? Whether it's scheduling lunches, sending unsolicited quotes, or simply making "warm calls" now - this is the time to build relationships for the future. With the right process in place, anyone can succeed in sales. Focusing on ideal prospects today will help ensure a healthy pipeline tomorrow.

In This Episode:

Losing weight with Brother to Brother
Identifying your best stable of clients to focus on
Setting and meeting sales goals with your team
President Seth Pflum’s pearls of wisdom on sales
Residential vs. Commercial clients
Client renewal rates at Grunder
Look for new accounts in June/July 2025
Who are your ideal prospects? Do your ‘warm calls’ NOW.
Reach out, invite prospects to lunch or a game, send unsolicited quotes
Anyone can win at sales with the right process
Finding new clients through contractors
The Hilton Columbus Downtown is the awesome new spot for GROW! 2025
Share with someone in landscaping, subscribe, like, share, and send us your show ideas and comments!

Resources:

GROW! 2025 Feb 25-27, Columbus OH

Ace Discovery Nov 12-15 New Orleans

Virtual Sales Bootcamp

Interview Series: Marketing Landscaping Work with Emily Lindley

Marty Grunder — Wed, 13 Nov 2024 10:00:00 +0000

On this week's episode, Marty Grunder sits down with Grow Group Content & Events Manager and Grunder Landscaping Marketing Manager, Emily Lindley. They talk about GLC's marketing priorities for 2025, what worked and what didn't in 2024, and offer a sneak peek at some exciting marketing-focused sessions at the upcoming GROW! 2025 conference.

In this episode, topics covered include how to effectively target advertisements, analyze website traffic, and set social media goals. Emily also shares insights on the 2025 marketing budget and plan, client engagement strategies using Aspire for automated communication, and the importance of showcasing your landscape work through professional photography. Plus, Emily notes that group discounts are available for GROW! 2025, where attendees will learn how to better reach and keep their ideal clients.

In This Episode:

Introduction of Grunder’s marketing guru Emily Lindley
Marketing sessions/topics planned for the GROW! 2025 conference
Targeting your advertisements, analyzing web traffic
What are your goals for social media and who are you trying to reach?
The marketing budget and plan for 2025
Ways to delight clients, automating communication with Aspire
One of the marketing breakout sessions for GROW!
Coordinating photography of your landscape work
Group discounts are available for GROW! 2025
Share with someone in landscaping, subscribe, like, share, and send us your show ideas and comments!

Resources:

Interview Series: The Ins and Outs of Battery Powered Equipment LIVE from Equip Expo

Marty Grunder — Wed, 06 Nov 2024 10:00:00 +0000

In this panel held live at Equip Expo in the STIHL booth, Marty Grunder is joined by Stihl experts Brian Fullerton, Dan Mabe, and Paul Beblowski to discuss what landscape pros should consider when evaluating switching to electric equipment. They talk about what benefits teams are seeing as they're using battery-powered equipment and what solutions contractors have found to common challenges that come from making the switch.

Brian, Dan, and Paul cover key considerations for professionals contemplating this shift, including tool pricing, charging logistics, and potential insurance changes. Paul shares STIHL’s financing options, while Brian emphasizes the ROI through reduced maintenance costs and fewer fuel mishaps.

Your company can start small with battery-powered tools, achieving the benefits of quieter operation, reducing noise pollution, and enhancing workplace culture. Audience questions tackle government collaboration for air quality improvements and battery disposal guidelines, with insights on available incentives. Tune in for the benefits and challenges of transitioning to battery-powered tools from STIHL.

In This Episode:

The episode opens at the Equip Expo with Marty Grunder and experts
Marty introduces the panel & the shift to battery-operated landscaping tools
Brian, Dan, and Paul introduce themselves and their work
Dan discusses the price of tools, charging power, temperature control, and potential insurance coverage changes
Paul covers what Stihl can do to help with financing
Brian on the benefits of switching to battery
ROI for transitioning to electric equipment
Auditing your current costs vs. electric, reduced maintenance costs and fuel mishaps
Paul on starting small - transitioning to battery-powered equipment
Expectations, honesty, safety measures, performance comparisons, and optimizing battery charging
Noise pollution in residential landscaping, impact on health and benefits of transitioning to electric tools, including quieter operation and improved work culture
Questions from the audience
Government collaboration for air quality management, joining and speaking up through industry organizations
Battery disposal parameters, Stihl’s prepaid recycling, government incentives
Last words and key takeaways
Looking forward to GROW! 2025
Share with someone in landscaping, subscribe, like, share, and send us your show ideas and comments!

Resources:

Ace Discovery Nov 12-15 New Orleans

Virtual Sales Bootcamp

Ace Discovery Nov 12-15 New Orleans

Virtual Sales Bootcamp

Operations: What We Learn by Seeing it Firsthand

Marty Grunder — Wed, 30 Oct 2024 09:00:00 +0000

In this episode, Marty reveals how firsthand experiences at other leading landscaping companies inspired three key operational changes at Grunder Landscaping Co., enhancing efficiency and saving money. He highlights a recent team success, discusses improvements made by President Seth Pflum, and shares the significant benefits of Aspire software, including enhanced metrics, speed, and productivity. Additionally, Marty covers the impact of optimized truck setups, the value of their monthly GROW meetings, and maintaining transparency in financial data. Remember, teamwork is the most important ingredient in driving operational efficiency! Find out more in February at GROW! 2025.

In This Episode:

A recent Grunder project that was a team success
President Seth Pflum and his company improvements
Three major Aspire software benefits at Grunder- metrics, speed, productivity/automation
Improvements in truck setups
The monthly company GROW meeting - 45 mins once a month
Bonuses and their structure at Grunder- financial data is always shared
Operational efficiency is a team effort
Looking forward to GROW! 2025 - Early bird sign-up ends November 1!!
Recapping key takeaways
Share with someone in landscaping, subscribe, like, share, and send us your show ideas and comments!

Resources:

Ace Discovery Nov 12-15 New Orleans

Virtual Sales Bootcamp

Leadership: Vince Torchia's Takeaways from Touring Landscaping Companies

Marty Grunder — Wed, 23 Oct 2024 09:00:00 +0000

In this episode, Vince Torchia, Vice President at The Grow Group, shares insights from RJ Lawn & Landscape and Hidden Creek Landscaping, hosts for GROW! 2024 and 2025 events. Vince highlights the operational strengths and unique approaches of both companies, focusing on their intentional strategies in team building, departmental organization, and cultivating a strong company culture. As we enter Q4 2024, he reflects on key takeaways from the Des Moines GROW! 2024 event and sets the stage for what to expect in February’s GROW! 2025. Tune in for valuable leadership lessons and a sneak peek at Hidden Creek’s innovative practices.

In This Episode:

Welcome to Q4 2024, and looking forward to February’s GROW! 2025
Reviewing Des Moines GROW! 2024
The RJ team’s operational mindset
Intentionality in the building, grouping departments and teams together, the basement training room
Company and team culture
Planning with intention
Hidden Creek sneak peek
Looking forward to GROW! 2025
Recapping key takeaways
Share with someone in landscaping, subscribe, like, share, and send us your show ideas and comments!

Resources:

Property Intel from Aspire

Interview Series: Meet Our GROW! 2025 Tour Host

Marty Grunder — Wed, 16 Oct 2024 09:00:00 +0000

Jason Cromley of Hidden Creek Landscaping sits down with Marty Grunder to talk about his journey as a landscape professional - from starting his company in college to today. Consider this episode a preview of what we'll see when we're onsite touring their facility for GROW! 2025 in February!

After starting his company in college, Jason reflects on his challenges and triumphs in building a successful business today. From his family roots in Ohio and the influence of growing up in a family of entrepreneurs to highlighting how that shaped his motivation and drive, the conversation dives into various leadership styles, the delicate balance between “luck” and creating opportunities, and the importance of branding and organization in running a business. Jason also shares valuable tips for staying organized and how building the right infrastructure can eliminate unnecessary sales calls. As they look forward to the upcoming GROW! 2025 event in February, listeners will gain insights into both the landscape industry and the personal experiences that have defined Jason’s career. Don't miss this special sneak peek, and please join us for what may be the bigget and best GROW! ever, this February.

In This Episode:

Property Intel from Aspire
Jason’s family and living in Ohio
A family of entrepreneurs
Motivation and drive, Type A personalities, leadership styles
“Luck” vs. creating opportunities
Hidden Creek and its success, branding and spending
Challenges and lessons as a business owner
Spouses and business ownership
Building the right building to eliminate sales calls
Tips and tricks for staying organized
Looking forward to GROW! 2025
Recapping key takeaways
Share with someone in landscaping, subscribe, like, share, and send us your show ideas and comments!

Resources:

Hidden Creek Landscaping

Learning Leader Podcast #476

Sales: How to Find Winter Work

Marty Grunder — Wed, 09 Oct 2024 09:00:00 +0000

Look ahead at your schedule: do you have enough winter work lined up to get you through the colder months ahead? For the time between snow storms, there are certain kinds of work that can keep crews working. In this episode, Marty Grunder shares the kinds of work they're looking for at Grunder Landscaping Co. and what they're doing to find more jobs for December - February.

With winter often viewed negatively, Marty explains how to shift that narrative, emphasizing the importance of proactive planning year-round. He discusses strategies for identifying viable services, setting achievable goals, and networking with top clients to uncover unsolicited project opportunities. Listeners will learn about a significant winter project involving a massive retainer wall at Grunder Landscaping Co. and how seeking winter work can not only maintain revenue but also attract and retain employees. Tune in to discover how to change perceptions and embrace winter work as a valuable opportunity!

In This Episode:

Check out Ryan Hawk’s Learning Leader podcast to hear Kat Cole
Winter work attracts employees, and maintains revenue, but has a lot of misinformation and negativity around it
Should be a priority year-round
Identify the services you can offer, set goals
A Grunder winter project - massive retainer wall
Network with your top clients, offer unsolicited projects
Set a good leadership example by seeking winter work yourself
Change the narrative around winter work - no negativity!
Recapping key takeaways
Sign up for GROW! 2025
Share with someone in landscaping, subscribe, like, share, and send us your show ideas and comments!

Resources:

Strategy: The Questions to Ask As You Plan for 2025

Marty Grunder — Wed, 02 Oct 2024 09:00:00 +0000

Tis the Season for Strategic Planning! In this episode, Vince Torchia shares what teams should consider and how they can structure their strategic planning to ensure they're well prepared for 2025. Vince discusses the need to revisit vision and mission statements, ensuring core values remain relevant. You’ll hear how Grunder Landscaping revamped their mission to foster teamwork and highlights the significance of recognizing team members who embody these values. The episode also delves into crucial aspects such as revenue targets, ideal client profiles, equipment needs, and the skills of team members, encouraging listeners to evaluate their company’s location and resources for optimal success.

In This Episode:

Check your vision and mission statements, are your core values still valid?
How Grunder changed their mission statement to be more team-oriented
Recognizing team members for exhibiting your values
Revenue targets - what does your mix look like?
Hiring and training to support the revenue targets
Finding or refining your ideal client mix
Examining your equipment needs for 2025
Do you have enough of the right team members with the right skills?
Looking at your company location - do you need to change anything?
Recapping key takeaways
Sign up for GROW! 2025
Share with someone in landscaping, subscribe, like, share, and send us your show ideas and comments!

Resources:

Vince Torchia LinkedIn

Thrive Outdoor Inc.

Virtual Sales Bootcamp

Interview Series: The Journey to Success with Lee Buffington of Thrive Outdoor

Marty Grunder — Wed, 25 Sep 2024 09:00:00 +0000

In this episode, our longtime friend Lee Buffington, Founder & CEO of Thrive Outdoor in Alabama, shares stories from his 29-year journey as a landscape pro. Starting his company at 19 years old, he shares the challenges that seemed big in the early years, how his team has overcome them, and what they're working on today.

Lee delves into the critical importance of mindset, emphasizing how attitude can elevate someone from a weed eater operator to a successful business leader. He discusses the evolution of his company over nearly three decades, examining current industry trends and the management of multiple locations. He highlights the use of data analysis through platforms like Aspire, which has streamlined operations and informed decision-making. Throughout the conversation, Lee underscores the significance of building strong relationships, both with clients and team members, and how ‘leading with love’ fosters a positive work environment. He also offers valuable advice for aspiring landscapers, including the importance of mentorship and the impact of hiring the best talent. Tune in for an inspiring and insightful discussion about perseverance, growth, and the power of community in business.

In This Episode:

Intro of guest Lee Buffington, Alabama and family discussion
From dreams of medical school to the landscaping industry
Early challenges, being a young solopreneur, surviving winters
29 years in business, examining the business and industry today
Physical locations of Thrive Outdoor in Alabama
Mindset and attitude can take you all the way from weed eater operator to company head in the landscaping industry
Realizing you are the bottleneck
Collecting and analyzing data - Aspire
Managing multiple locations and a changing industry, Grunder’s new branch
Business success and relationships, leading with love
Would you have done anything differently?
Paying for the best people
Learning from all levels of team members
Advice for landscapers - mentors
Sign up for GROW! 2025
Share with someone in landscaping, subscribe, like, share, and send us your show ideas and comments!

Resources:

Landscape Management Magazine

Virtual Sales Bootcamp

Interview Series: Industry Trends with Seth Jones of Landscape Management Magazine

Marty Grunder — Wed, 18 Sep 2024 09:00:00 +0000

In this episode of The Grow Show, Marty Grunder and Seth Jones, Editorial Director of Landscape Management Magazine, dive deep into the emerging trends, such as the growing influence of technology and innovative sales approaches that are reshaping the sector. Seth shares his professional journey and the current outlook for landscaping businesses, offering insights into overcoming the anticipated challenges of 2024 and 2025. The conversation also explores how peer groups have led to impressive results and examines valuable lessons gleaned from journalism and golf industry trends. Additionally, Marty and Seth discuss the importance of “consistent and constant low-risk experiments” for entrepreneurs. Tune in for a comprehensive analysis of how landscaping professionals can adapt to industry shifts and drive success.

In This Episode:

Welcome to guest Seth Jones, Editorial Director of Landscape Managment Magazine
Marty’s monthly column, Professor Dr. Frank Henniger
Seth’s background and path to current success
Looking at the industry - current and future outlook
Unique approaches to increased sales seen in the industry
Peer groups and great results
Can we learn anything from trends in the journalism sector?
Changing lives with content
Trends to watch in the golf industry
Embracing technology of all types - broaden your horizons
“Consistent and constant low-risk experiments” are crucial for entrepreneurs
Exciting elements of the landscaping industry in Seth’s world
How to get in touch, submitting ideas
Sign up for GROW! 2025
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Resources:

Seth Jones LinkedIn

Book: The Power of Full Engagement https://www.amazon.com/Power-Full-Engagement-Managing-Performance/dp/0743226755

Team: The Power of Clarity in Your Vision

Marty Grunder — Wed, 11 Sep 2024 09:00:00 +0000

In this episode, Marty Grunder emphasizes the crucial role of having a clear vision for the future, particularly for 2025, to unite and inspire your team behind a common goal. Marty shares insights on defining your vision and why it should be developed now. The episode covers topics such as the importance of having a personal “superbowl” vision, drawing parallels between sports and business, and the significance of a well-defined vision for long-term success. Grunder also reflects on his early days, the value of visualizing success, and how a cohesive vision benefits the entire team.

Grunder Landscaping Vision and Mission

Our Vision: To be recognized as leaders and as a growing company that provides opportunities for our team.

Our Mission: Create opportunities for our team to grow and succeed by enhancing the beauty and value of every client’s property while exceeding their expectations every step of the way.

In This Episode:

Have you seen the Pete Rose documentary?
Your vision is your personal “superbowl”
Intensity and recovery - sports and business
What is your vision for success? What does it look like in 1 year, 5 years?
Marty’s daughter, soccer, and life preparation
Visualizing a path for Grunder Landscaping in the early days
When the team wins, everybody wins
A vision takes time to get right
Sign up for GROW! 2025
Share with someone in landscaping, subscribe, like, share, and send us your show ideas and comments!

Resources:

Landscape Management Magazine https://www.landscapemanagement.net/category/current-issue/

Interview Series: Sustaining a Company Culture with Joe Calloway https://the-grow-show.castos.com/episodes/interview-series-sustaining-a-company-culture-with-joe-calloway-1

Virtual Sales Bootcamp https://www.growgroupinc.com/virtual-sales-bootcamp

Grunder Landscaping Fall 2024 Field Trips https://www.growgroupinc.com/glc-fall-field-trips

Ten Step Sales Document https://martygrunder-my.sharepoint.com/:i:/g/personal/lindsey_growgroupinc_com/Eb-0p5KMrE5ElDHCgk_0AEcBdYMC2jTsX8KSddCbS_S9EA?e=bMxmx9

NALP Field Trip Sept 17-18, 2024 Chicago https://www.landscapeprofessionals.org/fieldtrip?utm_source=tgg&utm_medium=website&utm_campaign=field_trip_2024

GROW! 2025 Feb 25-27, Columbus OH https://www.growgroupinc.com/grow-2025

The Grow Group https://www.growgroupinc.com/

Grunder Landscaping https://grunderlandscaping.com/

Marty Grunder LinkedIn https://www.linkedin.com/in/martygrunder/

Stihl https://www.stihlusa.com/

Sales: Tips for Closing More Sales

Marty Grunder — Wed, 04 Sep 2024 09:00:00 +0000

In this episode, Marty Grunder goes through the tips and tricks he uses to get a sale over the finish line. He'll share ways that salespeople can politely ask for business and move the sale to "won" without having commission breath.

You’ll hear Marty unveil how to handle leads with precision and speed, and learn the essential steps to turn inquiries into sales. Marty dives into common pitfalls and excuses, highlighting the top qualities that make a successful salesperson—honesty, detail, and reliability. Tune in to master the art of being "professionally pushy" and transform your sales approach into a winning formula. Don't miss these game-changing insights!

In This Episode:

Returning from a family vacation
Sales are hard for everyone right now
Handle incoming leads and inquiries quickly & correctly
Seven step selling process steps, “speed kills” saying
Excuses for not setting your process up correctly
Top qualities - be honest, be detailed, do what you said you would do, etc.
Stay “professionally pushy”
Sign up for GROW! 2025
Share with someone in landscaping, subscribe, like, share, and send us your show ideas and comments!

Resources:

Ten Step Sales Document https://martygrunder-my.sharepoint.com/:i:/g/personal/lindsey_growgroupinc_com/Eb-0p5KMrE5ElDHCgk_0AEcBdYMC2jTsX8KSddCbS_S9EA?e=bMxmx9

NALP Field Trip Sept 17-18, 2024 Chicago

GROW! 2025 Feb 25-27, Columbus OH

The Grow Group

NALP Field Trip Sept 17-18, 2024 Chicago

GROW! 2025 Feb 25-27, Columbus OH

The Grow Group

Marketing: Ways to Communicate with Clients and Set Relationships Up for Success

Marty Grunder — Wed, 28 Aug 2024 09:00:00 +0000

In this episode of The Grow Show, Emily Lindley, Content & Events Manager at The Grow Group and Marketing Manager at Grunder Landscaping Co., details three ways GLC communicates with clients to strengthen relationships and set up clients to have beautiful, well-cared-for properties.

In This Episode:

Preparing teams and clients for success
Three simple communication strategies
Care instructions for clients - tips on watering, fertilizing, pruning
Automated after-service notes for maintenance clients
General reminders - watering tips for dry periods, box moth protocols
Communications combine marketing, sales, and production
Sign up for GROW! 2025
Share with someone in landscaping, subscribe, like, share, and send us your show ideas and comments!

Resources:

Emily Lindley LinkedIn

NALP Field Trip Sept 17-18, 2024 Chicago

GROW! 2025 Feb 25-27, Columbus OH

The Grow Group

Interview Series: Sustaining a Company Culture with Joe Calloway

Marty Grunder — Wed, 21 Aug 2024 08:00:00 +0000

In this episode of The Grow Show, acclaimed author and business consultant Joe Calloway joins Marty Grunder to talk about how companies can differentiate themselves. With 40 years of experience working with entrepreneurs and leaders, Calloway highlights the importance of immediate response to customers, prospects, and partners, strategic hiring, and the power of culture as a differentiator. Your company has a culture no matter if you're paying attention to it or not, and Joe shares his insights on the crucial role of intentional culture in businesses, navigating the changing landscape of customer expectations and technologies, and managing economic uncertainties.

Discussion Points:

Guest intro: Author Joe Calloway
Insights on the role of intentional culture in businesses
Adapting amidst changing customer expectations and technologies
Case study: Evolution of delivery mechanisms in the restaurant industry
Responding immediately to customers, prospects, and partners
Staying consistent, adapting to new marketplace demands
Navigating current economic uncertainties and hiring challenges
Creating opportunities during challenging times
Strategies for successful hiring and employee retention
Creating a culture with intention
Minimizing mistakes and avoiding distractions
Navigating the economy and addressing hiring challenges
“No” is one of the greatest words in business

Resources:

Joe Calloway LinkedIn https://www.linkedin.com/in/joecallowaycoach/

Book: Becoming a Category of One https://www.amazon.com/Becoming-Category-One-Extraordinary-Comparison/dp/0470496355

Grunder Landscaping https://grunderlandscaping.com/

Marty Grunder LinkedIn https://www.linkedin.com/in/martygrunder/

Stihl https://www.stihlusa.com/

Sales: Brent's Favorite Ways to Find Commercial Landscape Prospects

Marty Grunder — Wed, 14 Aug 2024 09:00:00 +0000

Marty is joined by Brent Grolnic, Grunder Landscaping's lead salesperson, (aka LandKeeping Consultant), to delve into the world of landscaping sales and service. Brent shares his journey from hands-on landscaping to a successful sales career, offering invaluable insights into securing lucrative contracts and repeat business. Listeners will discover practical tips for hitting sales goals, cultivating high-end clientele, and fostering a culture of positive feedback. Brent's firsthand experience in the field provides a unique perspective on identifying customer needs and delivering tailored solutions.

In This Episode:

Incredible hydrangeas in Connecticut
Brent’s background and career path from hands-on to sales
Tips and strategies for achieving $3 Million in sales
Navigating work with a detail-oriented high-end client
Sharing great feedback in morning meetings
Noticing customer needs and reaching out with solutions
Brent’s time in the field informs his land keeping work
Opportunities and looking forward
Sign up for GROW! 2025
Share with someone in landscaping, subscribe, like, share, and send us your show ideas and comments!

Resources:

Brent Grolnic LinkedIn

Marty Grunder LinkedIn

Stihl

Operations: Whatever it Takes

Marty Grunder — Wed, 07 Aug 2024 09:00:00 +0000

The Grunder Landscaping team has a powerful mantra they repeat when faced with a challenge: "whatever it takes," which is a guiding principle for everyone on the team. This philosophy embodies a commitment to problem-solving, going above and beyond, and achieving excellence. In this episode, Marty discusses the importance of drive and mindset for success, how leaders should model desired behaviors, and some strategies for managing team attitudes during challenging tasks like snow season. You’ll hear about the value of recognizing positive actions and delve into how mindset, rather than formal education, plays a crucial role in career advancement.

In This Episode:

Drive and mindset – the most important qualities
Leaders need to be great at the things you want your team to do
Snow, and managing the attitudes around tough work
Catch your team doing things right
Vince’s puppy story (again)
Three kinds of organizations
Mindset and drive are what got Marty to where he is now… not college
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Resources:

Eby Trucks

Patrick Lencioni Books

NALP Field Trip Sept 17-18, 2024 Chicago

GROW! 2025 Feb 25-27, Columbus OH

The Grow Group

Email Gage

Gage Roberts LinkedIn

Aspire

Interview Series: How Technology Makes Our Work Easier with Gage Roberts

Marty Grunder — Wed, 31 Jul 2024 09:00:00 +0000

In this episode, Marty talks with Gage Roberts of Aspire Software about the impact technology has had on Grunder Landscaping Co., what smart landscaping companies are doing to make their daily tasks easier, and what the future holds with AI and other technology advancements coming.

Discover how the right tech tools can ease team tensions and drive growth, and how community support and intentional business decisions play a crucial role. You’ll get a sneak peek at the Ignite Conference in August 2024, set to inspire with its forward-thinking approach. Learn the value of “Stay Interviews” to improve company culture and the impact of aligning with core values. Plus, get actionable tips for sales professionals and explore how ServiceTitan can transform your operations. Don’t miss this episode packed with actionable insights to elevate your landscaping business.

In This Episode:

Sales - Mike Weinberg’s “New Sales Simplified”
Aspire’s Sr. Director of Strategic Accounts Gage Roberts intro and background
Growth in tech and landscaping
AI and its developing role in the industry
Getting the right tech and tools to your teams, relieving tensions
Efficiency and profitability - community is key
The Ignite Conference, August 2024 in Orlando
Ask your employees “What could make your life better?”
“Stay Interviews” vs. Exit Interviews
Company culture that appeals for different reasons
Intentional business decisions matter, core values, the employee experience
Living “in the middle” on the business “wave” or rollercoaster
Tips for sales people, knowing your metrics
Working with ServiceTitan
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Resources:

Ignite Conference 2024 Aug 26-28, Orlando FL

Book: New Sales Simplified

ServiceTitan

NALP Field Trip Sept 17-18, 2024 Chicago

GROW! 2025 Feb 25-27, Columbus OH

The Grow Group

Seth Pflum LinkedIn https://www.linkedin.com/in/seth-pflum-01b460b4/

Interview Series: How Sebert's Environmental Focus is Just Good Business

Marty Grunder — Wed, 24 Jul 2024 09:00:00 +0000

At Sebert Landscape, “Yellow is the new Green.” As a leader in the commercial landscape industry, Chicago-based Sebert keeps sustainability at the forefront. “The new green” means seeing environmental stewardship as a way to achieve business success – both for the company and its customers.

In this episode, Marty Grunder is joined by Sebert Landscape founder and CEO Jeff Sebert to talk about the origins of the company, their commitment to sustainability, and what's important to the team at Sebert as they take care of clients.

In This Episode:

Griddle cooking - got any recipes to share with Marty?
Background and history of Sebert
Sustainability and clients
LEED-certified (green) building features
Utilizing abandoned logs from the bottom of Lake Superior
What does great customer service mean?
Customer surveys and opinions
Sebert’s yellow branding, core values, and sales impact
What makes a great sales person?
Selling enhancements
Dressing well on the job
Fall field trip to Sebert in September
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Resources:

Jeff Sebert LinkedIn https://www.linkedin.com/in/jeff-sebert-b48a1751/

Sebert Landscaping https://sebert.com/

Grunder Landscaping https://grunderlandscaping.com/

Marty Grunder LinkedIn https://www.linkedin.com/in/martygrunder/

Stihl https://www.stihlusa.com/

Interview Series: Investing in Your People with Seth Pflum of Grunder Landscaping

Marty Grunder — Wed, 17 Jul 2024 09:00:00 +0000

Seth Pflum, President of Grunder Landscaping Co., and has been instrumental in leading the team's growth alongside Marty in his 12+ years with the company. A huge part of that growth has come from investing in, and believing in, the leaders on their team. In this episode, Marty and Seth will discuss how the company culture has shifted at Grunder, what they're doing to constantly look for new opportunities for their team members, and how this renewed focus on the team has impacted all of them.

In This Episode:

Spinning vinyl on a new record player
Seth’s journey over the last few years
Shifting the company culture, eschewing negativity
Be a solution
Monthly GROW meetings, what is shared with the teams
Finding leadership material
Using StrengthsFinder for team improvement
Allowing your team members to learn and grow on their own, coaching and teaching
Focus on sales
Non-linear growth- how Grunder sees it
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Resources:

StrengthsFinder Test

GROW! 2025 Feb 25-27, Columbus OH

Grunder Fall Field Trips

GROW! 2025 Feb 25-27, Columbus OH

Grunder Fall Field Trips

Bonus Program Basics

Marty Grunder — Wed, 10 Jul 2024 08:00:00 +0000

At GROW! 2025, Vince Torchia will lead a workshop session where attendees can start to build out a Bonus Program plan. In this episode, Vince gives the cliff notes version of what you should consider if you're thinking about implementing a Bonus Program for your team!

In This Episode:

Vince is out with one of the many ACE groups this week
Two types of bonus programs - what’s the difference?
Aligning team behaviors with goals for a bonus program
Clarity in communications around the goals
Using scoreboards or scorecards to track goals
How each job relates to the goal
Keep calculations simple
How and when will you share progress with your team?
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Resources:

GROW! 2025 Feb 25-27, Columbus OH

Operations: Teaching the Teachers

Marty Grunder — Wed, 03 Jul 2024 09:00:00 +0000

In this insightful episode, Marty delves into the essential components of effective team leadership and training. The emphasis is on gratitude, how safety is paramount, and the power of engaging storytelling. From the intricacies of operational procedures to the strategic "why" behind training, each detail underscores the importance of clarity and repetition. Whether you're leading a crew or managing your own team, Marty's wisdom on patience, praise, and involving the whole team promises transformative insights for fostering excellence in landscaping and beyond.

In This Episode:

Gratitude for the good things, including great son-in-laws
Training - what not to do
Engaging your audience
Weighing the importance of certain training topics
Start with a “why” around the training
Train your teachers that safety is #1
Be patient, have patience
Keep your eye on details, follow operating procedures
The importance of clarity
Repetition, repetition, repetition
Looking at your company’s SWOT
Involve the whole team
The power of praise - for dogs…and people
Recapping
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Resources:

GROW! 2025 Feb 25-27, Columbus OH

Sales: Prospecting for New Business

Marty Grunder — Wed, 26 Jun 2024 09:00:00 +0000

Where do you find new business when you need it? Finding new clients is key to a company's growth but can be challenging for salespeople: this isn't something they teach in school.

In this episode, Marty delves into his favorite strategies to elevate your landscaping business to new heights. From uncovering the fun in prospecting and discovering your team’s motivation, he explores how residential and commercial referrals—perhaps from your clients’ neighbors—can be goldmines. Whether it’s using golf outings and meals for prospecting or tapping into community meetings, our discussion revolves around the timeless advice: go where your clients are. Join us as we uncover the secrets to thriving in the landscaping industry by mastering these essential elements of business strategy.

In This Episode:

Microsoft OneNote and it’s usefulness
2024 hits four decades of service
Prospecting can be fun
What’s your “why”? Do you know what motivates your team?
Residential and commercial referrals- how about your clients’ neighbors?
Prospecting with golf and meals
Other community meetings and groups to prospect
Go where your clients are
Recapping
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