This summer we tried something through our ACE peer groups and it turned out to be one of the best things we've done in the 25 years I've been running these groups. We call it the CEO swap.
We took two companies that couldn't be more different, Coastal Greenery in Brunswick, Georgia (run by Jeffrey Johns) and Malone's Landscape outside Seattle, Washington (run by Ryan Malone), and we sent the owners inside each other's operations for three days. They spent the time looking under the hood, asking hard questions, and leaving the other owner with a list of priorities.
Here's the whole point of this exercise: you can walk into someone else's company and spot something in fifteen minutes that they walked past for five years. We're too close to it ourselves, and outsiders bring fresh perspective.
The takeaways were specific and a little uncomfortable, which is how you know they were honest.
The Malones pointed out that Coastal Greenery had churn in their account manager roles. The Johnses went back, rebuilt the compensation plan for that position, and they've since hired four people from outside and promoted two from within.
Jeffrey and his son Jacob noticed the Malones' crews weren't all in branded uniforms. A small thing but Jim Malone said it best: small standards reveal the real standards. If you let the hats and shirts slide, you'll let the mulch on the street slide too.
Jim, Jake, and Ryan Malone at Coastal Greenery
The best moment for me was watching how the feedback got delivered. Nobody walked in saying, "I know how to run your company better than you do." Instead, they asked a lot of "Why do you do it that way?" More than once, the answer was, "I don't know, we've always done it that way."
What happens after the visit?
Coming up with ideas is usually the easy part; implementation is where a lot of companies struggle. Even when you know what you need to do to be successful, it can be hard to get it done. These two companies did the hard part: they've already implemented and stuck to a lot of the improvements identified in this visit.
Jeffrey and Jacob Johns at Malone's Landscape.
It's in large part because their ACE Peer Group (where ACE stands for Accountability Creates Excellence) has held them accountable, asked them for progress updates, and spoken up when they've noticed them straying from the path. If you aren't in our ACE program, I want you to think this week about:
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Who in your world is challenging you?
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Who has permission to tell you something you don't want to hear?
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And when they do speak up, are you willing to act on it?
If you don't like the answers to those questions, it's time to surround yourself with people who do challenge you, tell you things you don't want to hear, and to work on taking that feedback as a gift when you get it. You can find these people in a lot of places: in your local community, in fellow business-owners, and maybe even among your team and clients.
It's also exactly what our ACE Peer Groups are built for, so if you're looking for a group that can do this and is familiar with the unique challenges of the landscaping industry, look into joining our group. Our next ACE Discovery is November 17-20 at Dove Mountain in Tucson, Arizona. You'll get a feel for how these groups work and whether they're the right fit for you. I'll be there with my wife, Lisa. Will we see you there, too?
Marty Grunder
Founder & CEO
The Grow Group & Grunder Landscaping Co.
P.S. I recorded a full Grow Show episode with Jeffrey, Ryan, their teams, and Jim Calli, who facilitates our ACE groups and dreamed up the CEO swap, breaking down everything they saw and did. If you want the full story, give it a listen.