it’s best to do it first thing in the morn- ing.”
Russell says his goal is for the compa-
ny to be nimble and embrace change like a cheetah. “The cheetah isn’t successful because
it’s fast; it’s because it can come to a screeching halt and change directions,” he says. After returning to the hotel, attendees
were invited to tell Russell Landscape Group what practices the company should start, stop and keep doing. Some of the keeps shared included their culture, as employees are said to ‘bleed purple’ when they’re bought into the company’s vision and their data-driven processes.
Data is a huge aspect of Russell
Landscape Group and they created their own software, C.R.E.W., which each department monitors metrics that are relevant to them. They have added each revenue stream with the goal of it being able to stand on its own financially. They also utilize the software Asset Panda to track their trucks and equipment at their branches. Russell says that while preserving their company culture across 10 branches can be challenging, he says you have to hold people accountable. He visits the branches quarterly and looks to see if the trucks are clean, whether the team members are stretching in the morning and whether they are all wearing their uniforms.
They also honed their core values
down from nine to four. Throughout their facilities, these values of faith and family, heart of service, integrity and pur- suit of knowledge and excellence can be seen. Russell Landscape Group also uses a culture index test to make sure they’re putting the right people in the right seat when hiring. One way he summarizes their culture is with their company sign “Pick up trash, pull weeds and smile.” With this attitude, no job is beneath someone, and every- one strives to be friendly to each other and clients. TE
THANK YOU TO OUR EVENT PARTNERS ASPIRE SOFTWARE, GRAVELY, AND VERMEER.
National Association o Landscape Professionals National Association of Landscape Professionals
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