Denver, CO – Steve Steele, Financial Services Practice Leader at Wilson360, has been honored with the prestigious John Garvey Person of the Year Award by the Associated Landscape Contractors of Colorado (ALCC) for his distinguished service during 2023. This recognition celebrates his outstanding contributions to the landscaping industry, his exceptional service to the ALCC, and his work with industry professionals across the United States.

The John Garvey Award, named after a trailblazer in the landscape industry, is given annually to individuals who have demonstrated dedication, leadership, and an unwavering commitment to advancing the landscape profession. Steve’s efforts in fostering industry growth and his leadership within ALCC have made a lasting impact on both the organization and the broader landscape community.

“Receiving the John Garvey Person of the Year Award is a true honor,” said Steve Steele. “It’s a privilege to contribute to an industry that has given me so much, and I’m grateful to my peers and mentors who have made this journey so fulfilling. This award reflects the hard work of everyone who shares a passion for advancing the landscape profession, and I’m proud to be part of this incredible community.”

The award was presented during the ALCC Annual 2024 Conference, where industry leaders gathered to celebrate achievements and share insights. Steve’s leadership continues to inspire professionals nationwide, making him a recognized figure in landscape business strategy and financial services.

“We are incredibly fortunate to have Steve as part of the Wilson360 team,” said Robert Clinkenbeard, CEO of Wilson360. “His leadership and dedication to the landscape industry are unparalleled, and we couldn’t be prouder of the recognition he has received.”

For more information about the John Garvey Person of the Year Award and ALCC’s work, visit www.alcc.com.

About Wilson360
Wilson360 provides consulting, peer groups, and coaching aimed at driving business growth through innovation, collaboration, and strategic leadership. For more information, visit www.wilson-360.com.

Media Contact:
Pam Hill
Email: Pam.Hill@wilson-360.com
Phone: 407-257-5018

Balancing fairness and instilling harmony is an ongoing piece of the leadership puzzle. Sometimes the right people are in the wrong job. Sometimes we hire the wrong people. Every company experiences a work culture hurdle. It’s a tough lesson learned for those of us who’ve been asked, ‘What took you so long?’”

Company culture, good or bad, historically seeps down from leadership to employees to customers. When it’s awesome, it’s contagious and creates great relationships, great employees and a great place to work. When it’s toxic, it can create havoc. Most companies say their culture falls somewhere between the extremes.

Statistics are on the side of positivity. Well-oiled organizational machines drive revenue. People are engaged and more productive, and there’s a can-do spirit of innovation and trust. On the flip side, workers are more likely to leave jobs because the environment is toxic than because of compensation, which tells us people valuing a healthy workplace more than they value good pay.

With a new year comes new opportunities for your business culture to not simply improve but leverage the power of “we” and create a culture of care.

Start by looking for red flags, including things you might have missed.

Do you have a defined set of core values that give your employees a sense of identity and belonging? Are your employees uncertain about their roles and responsibilities? Do you have an org chart that illustrates how people connect, collaborate and work together? Are your employees overworked, struggling to meet expectations or impacted by gossip that flourishes in negative environments?

The trauma of working in a company with a broken culture sticks with those who experience it. As a leader, if there’s gossip, address it head on. Create a no-gossip-in-the-workplace policy and eliminate the blame game; once it takes hold, it can be bigger than any other problem. Blame is a cascade of finger pointing, whereby someone looks for someone or something else to blame for the problem. Blame can become contagious and once it becomes part of daily life, employees start hiding problems to avoid blame.

It’s easy for leaders to turn a blind eye and avoid confrontation when the employee delivers results. The most common scenario is not holding high performers, sacred cows, or employees who are above reproach to the same behaviors expected of everyone else.

Most of us have known these people in our organizations. They can be high potential but high-maintenance employees, salespeople who win big accounts but skip out on accountability or long-time employees respected by the owner for their loyalty but who have stopped learning. They know they are not pulling their weight where it counts, but nothing is done. There are many exceptions to this generalization and genuine super stars who leave an incomparable impact. However, in many cases, when companies scale and grow, they often outgrow these employees. When new bars are set for performance, they gradually become demotivated or give up trying to carry their team to the next level.

I recommend that if you are in a position of leadership, you watch for these silent culture killers and deal with them immediately. Instead of resulting in a loss of productivity, the more likely scenario is a positive jump in positive activity when your employees ask you, “What took you so long?”

It has always struck me how fast my companies have bounced back when I finally made changes and dealt with problem employees. We ended up never missing a beat and had a better, happier team.

Words of Wilson features a rotating panel of consultants from Wilson360, a landscape consulting firm. Bruce Wilson is founder and chairman of Wilson360 (formerly Bruce Wilson & Co. He can be reached at bruce@wilson-360.com

Reprinted with permission. GIE Media. Lawn & Landscape December 2024 (c)

Clear & Consistent Messaging

• Use straightforward, jargon-free language to make the vision easy to grasp.
• Keep messages brief and to the point for clarity.
• Ensure the vision is communicated consistently at every level of the organization.

Multi-Channel Communication

Make the vision visible across various platforms:

• Company-wide meetings and presentations.
• Internal newsletters and emails.
• Visual displays throughout office spaces.
• Company intranet or digital communication platforms.
• Regular team meetings and one-on-one discussions.

Actionable Goals & Strategies

• Help employees see how their work supports the broader vision.
• Align goals at all levels through cascading strategies.

Leadership Engagement

• Leaders at every level should reinforce the vision through their actions and communication.
• Encourage spontaneous discussions that highlight the vision’s relevance in daily operations.
• Lead by example, showing how decisions align with the vision.

Employee Involvement

• Involve employees in shaping the vision to foster greater buy-in.
• Create opportunities for two-way communication, enabling employees to ask questions and offer feedback.
• Appoint vision ambassadors or team leaders to spread and strengthen the message.

Regular Reinforcement

• Integrate the vision into new employee onboarding.
• Offer continuous training that aligns with the vision.
• Recognize and celebrate employees who demonstrate the vision in their work.

Measure & Adapt

• Regularly evaluate how well employees understand and connect with the vision.
• Gather feedback on how the vision influences daily tasks and overall impact.
• Be open to refining the vision as the organization grows and evolves.

A vision that’s effectively communicated doesn’t just inspire—it empowers. When every team member connects with your company’s purpose, it creates alignment, engagement, and a collective drive toward success. These strategies turn your vision into action, fostering a team that’s motivated, united, and ready to achieve great things together.

About the author: Serial entrepreneur, author, podcaster, and Ironman athlete Robert Clinkenbeard is CEO of green industry consultancy and peer group organization Wilson360. Connect with Robert at Robert@Wilson-360.com

What is Financial Benchmarking? 

Simply put, financial benchmarking is the process of comparing your company’s financial performance to others in the same industry. This comparison can show you how your business stacks up in areas like profitability, liquidity, and efficiency. The goal isn’t just to see how you compare—it’s about identifying strengths to capitalize on and weaknesses to address, helping you improve overall financial health and performance. 

What are the Key Advantages of Financial Benchmarking? 

• Finding Operational Efficiencies: One of the biggest advantages of financial benchmarking is how it helps uncover inefficiencies. Comparing key financial ratios like gross margin, net contribution margin, and return on assets against industry averages lets you see where you might be overspending or underperforming. For example, if your gross margin is significantly lower than the industry average, it might be time to take a closer look at your pricing strategy, direct costs, or how efficiently you’re delivering services. 

• Setting Realistic Financial Goals: Benchmarking takes the guesswork out of goal setting. Instead of picking numbers out of thin air, you can set financial goals based on data from top-performing businesses in your industry. Whether you’re aiming to improve profitability, grow revenue, or reduce costs, benchmarking helps you set realistic targets. This is more than just striving for improvement—it’s about setting goals that are grounded in the real performance of others in the field. 

• Improving Profitability: By analyzing metrics such as gross margin and cost and expense ratios, benchmarking helps you identify opportunities to boost your profitability. You’ll gain insight into how your competitors achieve higher margins and discover ways to adjust your pricing, streamline costs, or focus on more profitable services. This insight into best practices can be a game-changer when it comes to improving your own bottom line. 

• Making Smarter Strategic Decisions: Benchmarking isn’t just about numbers; it’s about making better decisions. Whether you’re expanding your business, entering new markets, or investing in new technologies, benchmarking data gives you the context to evaluate these decisions with confidence. When you know how others in your industry have navigated similar moves, you reduce the risk of costly mistakes and set yourself up for success. 

• Attracting Investors and Lenders: If you’re looking to attract investment or secure financing, demonstrating strong financial performance in comparison to industry benchmarks can be a huge asset. Investors and lenders want to know that your business is running efficiently and that you have a clear path toward profitability. Benchmarking helps you present a solid case by showcasing your financial health with data that investors understand and trust. 

What Key Information is Needed for Benchmarking? 

To get started benchmarking, you’ll need to gather some key financial data: 

• Revenue: Total sales or income generated by your business. Annual data is good to start, monthly data is even better to help see and monitor trends proactively. 

• Costs and Expenses: Breakdown of operating costs, including labor, materials, and overhead in a standard industry format for easy comparison. 

• Margins: Gross, net contribution, and net operating income margins. 

• Liquidity Ratios: Ratios such as the current ratio or quick ratio, which measure your company’s ability to cover short-term obligations. 

• Efficiency Ratios: Metrics like gross profit per hour, production efficiency and return on assets indicate how effectively you are producing work and using assets. 

• Growth Metrics: Information on year-over-year growth in revenue, net operating income, and other key metrics help show annual progress. 

These data points can be found through your own financial statements or sourced from industry reports, such as NALP. 

How Can I Get Started with Financial Benchmarking? 

If financial benchmarking is new to you, don’t worry. It may seem overwhelming at first, but breaking it down into manageable steps makes it easier to dive in. 

• Identify the Right Metrics: Start by determining which financial metrics are most relevant to your business. Focus on areas that align with your business goals and industry standards, such as efficiency, profitability, or liquidity. 

• Find Industry Benchmarks: Use industry reports, trade associations, and third-party financial data providers to gather benchmarking data for companies within your sector. Wilson 360, NALP, and Aspire, among others, offer annual benchmarking data. 

• Compare and Analyze: Once you have the data, compare your performance to the industry benchmarks. Look for areas where your business falls behind, and then analyze why that might be. 

• Create Actionable Plans: Based on your analysis, develop an action plan to address areas of weakness. Set realistic financial goals and implement strategies to improve your performance over time. 

• Monitor and Adjust: Benchmarking is an ongoing process. Regularly track your financial performance and adjust your strategies as necessary to stay competitive in the market. 

Financial benchmarking is an invaluable tool for any landscape business looking to thrive in a competitive industry. It provides a clear picture of where your business stands in relation to your peers and helps you identify areas for improvement. By setting realistic goals based on data, uncovering operational inefficiencies, and making smarter strategic decisions, you can drive your business toward long-term success. 

Interested in leveling up your landscape business with financial benchmarking? Wilson360 offers industry-leading benchmarking tools to help you achieve optimal performance and growth.

About the author: Steve Steele, Financial Services Practice Leader at Wilson360, specializes in corporate finance and operational strategy for green industry leaders. Connect with Steve at Steve.Steele@Wilson-360.com

1. Building Strong Relationships – Fostering Trust and Collaboration: The Harvard Business Review emphasizes that gratitude in the workplace is key to stronger relationships, nurturing an environment where trust and collaboration thrive. Salesforce, renowned for its employee-centric approach, exemplifies this. The company’s culture of acknowledging and valuing its staff has led to high employee satisfaction and well-being, showcasing that workplace gratitude fosters emotional, mental, and physical health benefits.

2. Enhancing Team Performance – Catalyzing Engagement and Innovation: Studies in organizational behavior reveal that gratitude significantly uplifts team morale and productivity. Google’s practice of employee recognition has been linked to its high levels of creativity and reduced turnover rates. By ensuring employees feel genuinely appreciated, Google has created a workplace environment where engagement and innovation flourish, proving that a grateful workplace is a thriving one.

3. Improving Client Satisfaction and Retention – Creating Brand Ambassadors: Gratitude extends its influence to client relationships as well. Extensive research indicates that customer satisfaction and loyalty are heightened when clients feel valued. This principle is at the heart of Apple’s customer service strategy. Through personalized services and recognition of customer loyalty, Apple has not only retained customers but turned them into enthusiastic brand advocates, demonstrating the ripple effect of gratitude in enhancing customer relationships.

As we reflect on the strategic role of gratitude in business, it becomes clear that its value extends far beyond basic manners. Gratitude is a vital component that profoundly influences relationships, team dynamics, and client engagement. Starting today, you can tap into the power of gratitude in your business by personally acknowledging the specific contributions of employees, clients, or partners; incorporating recognition of team achievements and individual efforts into your regular meetings; and implementing customer appreciation initiatives that show your value for their business and feedback. In today’s business world, where every competitive edge is crucial, gratitude might just be the most underutilized yet impactful tool in your toolbox.

About the author: Serial entrepreneur, author, podcaster, and Ironman athlete Robert Clinkenbeard is CEO of green industry consultancy and peer group organization Wilson360. Connect with Robert at Robert@Wilson-360.com

At Wilson360, we’ve seen firsthand the advantages that come when businesses prioritize these fundamental practices. Strong systems can transform potential challenges into opportunities for growth and help businesses thrive, even in unpredictable times.

Operational efficiency is about more than keeping the business running smoothly; it’s about creating a strong foundation that enables agility and resilience. Here are five critical touchpoints for operational diligence, presented with practical scenarios:

1. Prevention of Legal Challenges

Scenario:

A business neglects to review contract terms or compliance deadlines and inadvertently violates local regulations. This oversight results in fines and legal disputes that strain client relationships and damage the company’s reputation.

Touchpoint:

By proactively monitoring contracts and compliance, businesses can avoid legal risks and demonstrate accountability. Clear operational protocols reduce the chance of disputes and help build trust with clients and partners.

2. Financial Integrity

Scenario:

A company fails to reconcile its accounts regularly and discovers a major billing error only after a client disputes an invoice. The delay in resolving the issue creates friction in the relationship and disrupts cash flow.

Touchpoint:

Regular financial checks ensure cash flow stability, accurate invoicing, and strong financial health. Vigilance in financial operations prevents discrepancies, paving the way for smarter investments and sustained growth.

3. Reputation Management

Scenario:

A landscaping company overlooks equipment readiness for a snow removal job. When the scheduled crew arrives on-site, they find key machinery malfunctioning, causing delays that lead to unmet client expectations and frustration.

Touchpoint:

Operational diligence, including equipment maintenance and scheduling checks, prevents critical missteps. Businesses that prioritize these practices maintain trust and reliability, reinforcing a positive brand image in competitive markets.

4. Safety and Efficiency in Field Operations

Scenario:

A field crew experiences delays on a job site because safety inspections were skipped, leading to an unexpected equipment failure. The resulting downtime frustrates employees and causes project delays, impacting client satisfaction.

Touchpoint:

Safety protocols and regular maintenance checks create a secure, efficient work environment. By fostering a culture of preparation and planning, businesses enhance productivity, protect employees, and reflect a commitment to operational excellence.

5. Sustainable Growth

Scenario:

A company rapidly expands into a new region without establishing standardized procedures or training. The inconsistent service delivery in the new location causes client dissatisfaction and strains the organization’s resources.

Touchpoint:

Scaling a business successfully requires rigorous checks and balances. Standardized processes and robust training programs ensure consistent quality and compliance, enabling sustainable growth while maintaining core values.

Conclusion

Through experiences with contractors and vendors, we’ve seen how strong operational practices can prevent issues from escalating. Identifying financial discrepancies during early audits, for example, avoided what could have been a significant setback. These proactive measures underscore the value of vigilance in maintaining business stability and integrity.

During the economic downturn from 2008 to 2011, businesses with disciplined operational frameworks were the ones that weathered the storm. Those that thrived were led by teams committed to maintaining high standards and consistent processes.

As a leader, your role isn’t just about building a company; it’s about creating a culture that values diligence and continuous improvement. When checks and balances are embraced as part of your operational mindset, they become a powerful tool for innovation, stability, and lasting success.

About the author: Serial entrepreneur, author, podcaster, and Ironman athlete Robert Clinkenbeard is CEO of green industry consultancy and peer group organization Wilson360. Connect with Robert at Robert@Wilson-360.com

“We are thrilled to meet the rising need for women-focused leadership groups, providing a platform where industry trailblazers can connect and thrive,” said Robert Clinkenbeard, CEO of Wilson360. “Our new peer group creates an environment for candid discussions, shared learning, and meaningful progress.”

The Executive Women’s Peer Group meets quarterly for focused, 2-day sessions, bringing together a select group of 5-7 C-suite women from non-competing companies.

The experience offers:

• Exclusive Access: A trusted circle of female leaders sharing insights in a confidential environment.
• Tailored Support: Customized meeting locations, access to top industry experts, and exclusive leadership resources designed for women.
• Empowering Community: Professional facilitation ensures meaningful dialogue and accountability, with ongoing support through regular calls and a strong network of advisors.

“This initiative goes beyond typical peer groups,” added Shelia Matthews, Wilson360’s Chief People Officer and group facilitator. “We focus on the unique challenges faced by women leaders, from breaking barriers in male-dominated industries to building inclusive company cultures.”

Wilson360’s Executive Women’s Peer Group is designed to foster lasting relationships, helping female leaders gain insights, share strategies, and support each other in overcoming industry challenges. Many participants find these connections extend well beyond the peer group, leading to lifelong friendships and valuable business partnerships.

MEDIA RESOURCES:

For more about our Executive Women’s Peer Group, check this out!

About Wilson360

Wilson360 is dedicated to helping business leaders and entrepreneurs achieve sustained growth and success through strategic peer groups, consulting, and executive leadership programs. With a deep network of industry experts and proven tools, Wilson360 provides customized solutions that drive innovation, collaboration, and lasting results.

MEDIA CONTACT:

Pam Hill

Pam.Hill@wilson-360.com

407-257-5018 Central Florida

You don’t have to be a big company to benefit from a board’s collective wisdom. In fact, most start-ups and landscape companies of every size rely on ad hoc advisors — an effective strategy until you’ve reached a stage in your company’s growth life cycle where you need fiduciary guidance or extra oversight.

Peer groups and peer boards are popular options for many CEOs who find that the support, structure and unbiased feedback they receive from peers has pushed them to greater growth and increased profits; however, they are often less well-equipped to help your company make challenging decisions or raise capital for major growth.

A next level alternative is an advisory board. Advisory boards are relatively easy to create, assume less risk, are less costly than a board of directors and are more flexible as members can serve only as long as they are needed. Advisors are primarily consultative in their role and don’t have any official voting rights, legal responsibility or liability to the company. When a company has an advisory board, the company’s CEO — in the role of senior executive or chairman of the board — has the final say.

A board of directors, on the other hand, is a formal elected group with legal and fiduciary responsibilities in that their obligation and responsibility to your company and its shareholders is much higher. Their impact is higher, too, including the power they hold to fire the owner. If your business is a corporation, then you are required by law to have a board of directors, with the caveat that depending on your particular organizational structure and your state, one or two directors may be all that’s legally required.

If you’re considering a board structure for your company, you’ll want to look first at what their purpose and role will be, and identify a mix of external and internal candidates with targeted knowledge and direct experience, such as: trusted mentors, retired CEOs, CPAs, attorneys, finance experts, marketing and mergers and acquisitions specialists who know the terrain, and stakeholder representatives who have relevant connections you can leverage.

What I’ve found useful when choosing board members is to think about your areas of need and how their wisdom can move your business forward. Ideally, board members should be able to provide guidance on the execution of your strategic plan, provide financial oversight and accountability, manage risks as they arise, make decisions about acquisitions, capital structure and allocation of resources, decide on executive compensation and the amount of debt your company can comfortably take on to grow, and the best way to scale, expand or exit — all in service of advancing your mission and maximizing your impact over the long-term.

From my experience on both sides of the boardroom table — being a CEO reporting to a board and being on a board serving a CEO — you need a strong executive team to help you navigate board dynamics, and you can expect board members to do their job and challenge you.

Corporate growth strategy is complex and challenging and I recommend that before determining your board strategy, consult the laws in your state with help from an experienced local business expert. You should read, “Boards at Work: How Corporate Boards Create Competitive Advantage,” by Ram Charan.

The more you learn and the more you prepare, the more you can strengthen your company’s capacity for effective governance and plan for the future in a results-oriented way.

Words of Wilson features a rotating panel of consultants from Wilson360, a landscape consulting firm. Bruce Wilson is founder and chairman of Wilson360 (formerly Bruce Wilson & Co.) He can be reached at bruce@wilson-360.com

Ready to join a Wilson360 peer group or learn about starting an advisory board? Take the next step in advancing your business. Contact Wilson360 now for expert guidance.

Reprinted with permission. GIE Media. Lawn & Landscape November 2024 (c)

As landscape professionals, we recognize the impact our work has on the communities and customers we serve, as well as creating a natural beauty within our world that everyone can enjoy. We also know that there is no silver bullet that will set us apart from our competition. To excel in our industry, it’s essential to adopt basic strategies, processes and routines that will streamline operations, enhance productivity, create a safe and efficient work environment and culture for our teams; all while delivering a product or service that our customer can’t live without.

Operational efficiency is the cornerstone of our success, whether you’re managing large-scale projects or maintaining commercial properties or residential estates for clients. Performing the routine simple tasks correctly and efficiently each and every time is what creates a winning team that delivers on a client’s expectations.

What are some key practices that drive operational excellence, help you achieve your company goals and allow your team to grow and prosper? Here are five to get your started.

1. Creating Effective Routines & Processes

Operational efficiency begins with well-structured routines and processes. These form the backbone of any landscaping project, ensuring consistency in service and results. Creating clear, documented workflows—from initial client consultations to job completion—helps teams work more systematically, minimizing wasted time and effort. Standardizing tasks such as equipment checks, site inspections, and maintenance routines can reduce delays and eliminate redundancies.

All employee roles and levels within your organization should understand the “why” of what they do, and those roles should have daily and weekly processes and procedures that are followed to achieve maximum jobsite benefits as well as customer and employee satisfaction. Routine processes are the building blocks to excellence in everything we do.

2. Efficiency Through Lean Planning & Thinking

Is your staff thinking and planning in the most efficient way possible to manage your company resources? Are you incorporating the 5 S steps of Lean thinking? Discussing the 8 forms of waste with your operations team? Teaching the 4 M’s of Lean problem-solving. Lean principles, which focus on maximizing value by reducing waste, can be highly effective in landscaping.

By eliminating unnecessary steps, consolidating tasks, and using resources wisely, you can complete jobs more quickly and at a lower cost. Lean thinking involves continual assessment of workflows to identify inefficiencies and adjusting the process again and again to achieve the optimal result.

Repeated discussions and actions in these three areas will lead to great daily habits from your team that will produce noticeable results.

3. Safety Is a Top Priority

Safety is non-negotiable when performing any landscape task. A solid safety plan with timely topics that are discussed weekly with your team encourages a culture of “we put people first” and “we need to look out for each other”. Safety is paramount in any landscaping operation. Promoting a culture of safety not only protects your team but also prevents costly delays and accidents.

Incorporating regular safety drills, on-the-job hazard assessments, and proper equipment handling protocols ensures that safety remains a top priority. Well-maintained equipment and personal protective gear (PPE) also play a significant role in keeping operations smooth and uninterrupted.

4. Continuous Training & Development

Your team is your greatest asset. Is your organization working on their continued growth and development? In a dynamic industry like landscaping, continuous training is essential to maintain operational efficiency. Training enhances employee skills, keeps teams up-to-date with the latest industry techniques and technologies, and promotes innovation. Regular workshops on plant care, new machinery, or sustainable landscaping practices can help teams work more efficiently.

Providing growth opportunities also increases employee retention, which in turn reduces the costs associated with high turnover. Find the right position in which each team member excels and then invest in their continuous training and skill development.

5. Strategic Planning on All Levels

Strategic planning ensures that every job and operation aligns with your company’s goals and long-term vision. By setting clear objectives for both individual projects and overall business growth, you can allocate resources, set timelines, and measure progress more effectively. Developing a yearly or seasonal business plan also helps anticipate demand and adjust workflows accordingly, ensuring you stay ahead of your competitors.

These short- and long-term goals for the company’s future need to be created and then broken down by branch, division, department or employee. When each individual team member understands the plan and goal, it’s easier for them to deliver on their specific piece within the plan.

Conclusion

Operational efficiency in landscaping isn’t just about working harder—it’s about working smarter. By embracing effective routines, lean thinking, a safety-first approach, continuous training, and strategic planning, your landscaping business can thrive in an increasingly competitive market.

Incorporating these best practices within your company will not only create a lean, safe and efficient work force driven to produce results and deliver on customer expectations, it will help create a company culture and environment where every team member feels valued, empowered, and inspired to be their best.

These strategies not only enhance daily operations but also position your company for sustainable growth and long-term success.

Ready to up your operations game? Visit www.wilson-360.com for expert insights, resources, and strategies to streamline your business and drive lasting success.

About the author: Brian Brueggemann, with a BS in Landscape Horticulture from SIU-Carbondale, formerly directed landscape operations at Focal Pointe Outdoor Solutions. Now an Operations Consultant at Wilson360, he excels in enhancing productivity and service quality within the green industry. Connect with Brian at brian.b@wilson-360.com.

Here are the lessons that have shaped my journey—take these insights to improve your own game. And once you’re ready for more, visit www.wilson-360.com to dive deeper into strategies for achieving your goals.

1. Find a Guide, Not Just a Coach
   In both business and sports, the right coach is more than just a trainer—they’re a guide. A great coach will help you navigate challenges, provide accountability, and create a roadmap to reach your goals. In business, this may be a mentor or consultant who offers objective feedback, helping you refine your strategies and stay on course.
2. Stick to the Playbook, But Be Ready to Adapt
   A solid plan is your roadmap to success. Whether preparing for a triathlon or building a business, structured plans lay out clear goals, milestones, and action steps. But the key is flexibility—no plan is foolproof. Knowing when to adjust and realign your strategy is the difference between failure and success in both arenas.
3. Track, Reflect, and Reward Progress
   Measuring your progress keeps you focused and motivated. In training, I track performance metrics like endurance and speed. In business, monitoring KPIs and other key metrics allows for ongoing adjustments and keeps everyone aligned toward the bigger goal. Celebrating even the small wins boosts morale and keeps the momentum going.
4. Challenge Your Limits—With Caution
   Growth comes from pushing boundaries, but it’s crucial to know your limits. In sports, constantly overextending can lead to injury. The same holds true in business—overstretching can cause poor decision-making and burnout. The best strategy? Set challenging yet attainable goals that push you forward while keeping sustainability in mind.
5. Take Breaks With Purpose
   Learning to rest with purpose was one of the hardest lessons for me. Initially, I was hesitant to take time off, thinking it would slow my progress. But proper rest allows you to recharge and come back stronger, whether it’s in the gym or the office. Intentional downtime helps improve mental clarity, creativity, and overall performance.
6. Avoid Overloading Your Schedule
   In athletics, doubling up on workouts to compensate for missed sessions is counterproductive. In business, the same principle applies—cramming too much into your schedule can reduce the quality of your work. Prioritize what matters most and ensure you give full attention to each task rather than spreading yourself too thin.
7. Consistency Over Perfection
   Life will always throw curveballs, and sticking perfectly to a plan isn’t always realistic. I’ve learned to give myself room to breathe—taking no more than one day off a week has helped me stay consistent in my athletic and professional life. Consistency is more powerful than perfection, so don’t get bogged down by minor setbacks.

Questions to Ponder

• How do you push your limits without burning out?
• How flexible are you in adjusting your strategy when needed?
• Who’s guiding you through the challenges—do you have a coach or mentor?

These lessons have been pivotal in both my athletic and business journeys. By integrating structured planning, disciplined execution, and strategic rest into your routine, you’ll see success on all fronts. Ready to take the next step? Visit www.wilson-360.com for more tools and expert advice to keep you moving toward your goals.

About the author: Serial entrepreneur, author, podcaster, and Ironman athlete Robert Clinkenbeard is CEO of green industry consultancy and peer group organization Wilson360. Connect with Robert at Robert@Wilson-360.com