KEYS TO SUCCESS Some of the ways to elevate your team’s interactions with clients include utilizing their preferred channel of communication, having a system to document conversations, and setting boundaries. Townsend notes there are so many options for communicating available at people’s fingertips that there is no excuse for poor communication. “We cater to our clients’ preferred method of communication,” Townsend says. “In fact, we ask how they prefer to communicate when we are first ‘hand-off meeting’ with them to begin caring for their garden. We want communication to be as easy as possible for all parties.” Townsend says they strive to under- stand how involved a client wants to be. Some prefer a daily report of what has been accomplished, while others are more hands-off and trust them to handle the project professionally. “A bigger challenge for us is commu- nicating on a high level with all clients such that each client has a ‘red carpet experience’ with our company whether they are spending $5,000 or $500,000 with us,” Townsend says. Bonick says they also ask the client


their preferred communication style as they have a better chance of getting information and responses from them in a timely manner. Gibbons says they adapt to their


clients’ preferences but also utilize the ‘triangle process.’ “At the start of each relationship, we


ensure that the account manager, prop- erty manager, and a board member are included in all communications,” Gibbons says. “This ensures clarity and alignment among all parties involved.” However you end up communicating


with your clients, it’s important to log any requests in one location so information is not lost. Bonick says they use group texts and Microsoft Teams to manage client preferences based on the project. Gibbons says they utilize Aspire to track client communications, issues, and tasks. “This system ensures all requests are


assigned to the appropriate team, and progress is monitored until completion,” Gibbons says. “Additionally, we provide monthly quality audit and irrigation reports to maintain a clear record of all interactions and services.” As client expectations evolve with the addition of more communication tools, it’s critical to set response policies for


your team as well as boundaries with customers. Gibbons and Bonick both follow the 5/10 rule. “If you receive a text, email, or call


before 5 p.m., respond that day, even if it is to only say you have the information at a specific time,” Bonick says. “If it’s after 5 p.m., respond by 10 a.m. the next morning.”


Gibbons says complaints that require


on-site attention are addressed within 72 hours or during the next scheduled service, depending on the issue. Townsend says they don’t have a set


policy for response times, but they train their team to respond immediately, even if it is just a message letting them know they are in the field right now and they will get back to them shortly. “This tells the client that we got your message and we’ll be back in touch; this type of acknowledgment is usually successful because the client hears back from us immediately and knows we are working on their question,” Townsend says.


Bonick says he coaches his team to


respond only to after-hours requests if it is an emergency. Otherwise, answering on a Sunday may cause the client to ex- pect this. Townsend says they ‘train’ their


clients that they are very responsive from 7 a.m. to 7 p.m. Monday through Friday, but their team is not texting or emailing on Saturdays and Sundays. “Unfortunately, green industry workers


are often on the clock six or seven days a week, but we feel very strongly about providing our team with a balanced life,” Townsend says. “We work really hard Monday through Friday. The weekends are for resting, family, and friends. We want our clients to understand this too, and while some of them resist this ‘train- ing,’ we have found that it works.” TE


Photos: J.W. Townsend Landscapes


KEY TAKEAWAYS


Regular training sessions help employees develop key communication skills, such as active listening, professionalism, and adaptability.


When dealing with unsound requests or micromanaging clients,


professionals should val- idate concerns, provide education, and offer alternative solutions.


Establish response time policies to prevent unre- alistic expectations and protect staff’s personal time.


National Association of Landscape Professionals 19


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40