March 2025 - 39

MANAGEMENT
engagement survey. We anonymously ask 10 questions
that relate to recognition, compensation, communication,
training, workplace culture, flexibility, personal/
professional growth, effective feedback, organizational fit
and level of pride.
The data we receive back becomes the guiding principles
and leadership discussion to improve retention, job
satisfaction, personal fulfillment and purpose. And
although some of the scores and comments/feedback can
be a jagged little pill to swallow for the leadership and
owners, the opportunity to provide a voice to the team is
worth the momentary gut punch.
The top three lowest scores we have consistently found
are centered around communication, compensation and
professional growth. The top score - consistently for each
of them - is interesting: " I am proud to say I work for this
company, " meaning pride in one's work is a valuable data
point and can make the pill go down a little easier when
looking at the lower scores of the survey.
This feedback from our clients mirrors data from The
Conference Board's Annual Employee Engagement Survey
of 2024, which cites that, although employee contentment
is up over 2023, the most erosion of scores occurred in
education/training, wages/bonus and performance reviews.
So, if we torture these numbers enough, they seem to be
confessing to the same issues - improved communication
relating to performance and overall company goals,
education and training to ensure they have the tools to be
successful, and fair compensation for the effort that is made.
In partnership with Proven Winners, we created a
platform that addresses all three of those initiatives and
more to focus IGCs' effort on both attraction and retention
of talent - Your ConnectSpace.
Creating a culture where " those who learn more, earn
more " is a great start to tackling the issue of wages and
compensation balanced with the need for team and
leadership development.
Knowledge Is the New Currency
Setting employees up for success with easy-to-digest
training opportunities can be a great avenue for improved
retention. Simple how-to videos on retail detail, cashiering,
loading, plant health and customer service can go a long
way toward employee engagement and retention.
Also, an onboarding video to explain to the new
employee your values, your vision and your mission - and
get the newbie ready and rooted on day one - can go a
very long way to both the attraction and retention of talent.
It's important to note that having a formal process of
employee feedback is vital. An employee review to ensure
they are aware of their performance goals, are given the
right opportunities to achieve them and are rewarded
accordingly are key elements of this process.
Employees are used to report cards and should expect
them working with an IGC just as much as attending
school. Whether formal, informal or both, folks appreciate
knowing how they are doing in their work, relationships
and life - so let them know!
A Cadence of Communication
Recently, my wife Souny and I were at the airport seeing
our son off to head back north to college. His plane was
delayed, then delayed again, and then delayed a third time.
With frustration growing, the pilot took to the microphone
at the gate, took two minutes, and explained why the delay
was occurring, what the next steps were and when the next
update would occur. The folks at the gate applauded the
simple effort of keeping them informed.
We could learn a lot from a Delta pilot! Providing daily
huddles, weekly department meetings, monthly managers
meetings, quarterly State of the Union meetings and a
nice update at the end of the year is what I refer to as a
" cadence of communication. " Formal and informal checkins
or pulse checks can go a long way. And including the
" what's next in your career path " can be a huge piece for
the employee.
I have heard many clients claim that an employee gave
notice first before they were told they had a career with the
IGC. Communicate often!
Don't lose a great employee because you were too busy
growing your plants and not your people. Delegating the
role of master communicator and educator can become the
responsibility of Your ConnectSpace (yourconnectspace.com).
And lastly, to drive maximum communication, education
and compensation, I highly suggest picking up the book
" The Great Game of Business. " There are many growers and
retailers who are placing the financial health and wellness
of their business enterprise into the hearts and hands of
the employees.
Teaching them financial literacy, how to " think like
owners " and having a " stake in the game " with a bonus
plan that is directly related to the success and growth of
the business is vital in today's workplace, where you want
to pull in new talent and keep the existing talent tethered
to the business.
Lukas Nursery in Oviedo, Florida, is the latest client
diving feet first into the financial benefits of crafting a
culture not only with vision, values and mission, but with a
true and compelling stake in the game for each individual
employee - and their families.
If I was a betting man, I would put my money on the
data derived by asking your team how you can improve,
engage, communicate and educate them better for the
long haul, one data point at a time. I would ask first
how we can improve instead of assuming I know best.
Assuming is not a great data collector, asking is - just
ask, and then follow through with what you learned. Your
team is counting on you.
John Kennedy is a strategist, consultant and speaker to
the IGC and horticulture industry and is a service provider
to The Garden Center Group. He and his wife Souny are cofounders
of BoomerWrangle LLC, a digital solutions agency
specializing in data management, analytics, visualization
and reporting, as well as customized workplace solutions for
the IGC and grower communities. For more information, visit
johnkennedyconsulting.com.
LGRMAG.COM | 39
http://www.yourconnectspace.com http://www.johnkennedyconsulting.com http://www.LGRMAG.COM
March 2025

Table of Contents for the Digital Edition of March 2025
