If You Don’t Know the Numbers, You’re Guessing

Most lawn, tree, and landscape companies have plenty of data.

The problem is they don’t always use it.

Your software probably tracks production hours, revenue, callbacks, route completion, customer cancellations, overtime, safety incidents, and dozens of other numbers.

But here’s my question:

Which five numbers does your Production Manager look at every Monday morning?

If the answer is “I’m not sure,” you don’t have an accountability system…

      …You have a data collection system.

There’s a big difference.

What Gets Reviewed Gets Attention

We’ve all heard the saying, “What gets measured gets managed.”

I would take that one step further.

What gets reviewed gets attention.

You can measure 50 different KPIs. If nobody regularly reviews them, discusses them, and takes action when performance is off target, these numbers are meaningless.

A scorecard should not be a 12-page report.

A scorecard should quickly answer one question:

Are we winning or losing?

For a Lawn Care Production Manager, that might mean tracking:

  • Revenue versus budget
  • Production efficiency
  • Callback percentage
  • Route completion
  • Overtime

For a Tree Care Manager:

  • Revenue per crew day
  • Budgeted versus actual hours
  • Safety incidents
  • Equipment downtime
  • Quality callbacks

For a Landscape Maintenance Manager:

  • Gross margin
  • Labor efficiency – Budgeted versus actual hours
  • Quality inspection scores
  • Client retention
  • Enhancement opportunities identified

Notice something?

These are results…

      …Not activities.

Stop Measuring Busyness

One of the biggest mistakes companies make is confusing activity with accountability.

“We held four training meetings.”

Great…

      …Did technician performance improve?

“We completed 100 property inspections.”

Wonderful…

      …Did quality scores increase?

“Our Account Managers made 50 client visits.”

Excellent…

..

      …Did client retention improve?

Activities tell you what people did…

      …Results tell you whether it worked.

I’m not saying activities shouldn’t be tracked.

 Leading indicators are important…

      …But ultimately, managers must be accountable for outcomes

Build a Simple Scorecard

I recommend every manager own between five and seven Key Performance Indicators.

      …Not 25.

Not every number your software can generate.

Five to seven.

Each KPI should have:

  • A clear definition
  • A performance goal
  • A person who owns it
  • A reporting frequency

For example:

Callback Percentage —

  • Goal: Less Than 2% —
  • Owner: Lawn Care Production Manager — Reviewed Weekly.

Now we have accountability.

  • The manager knows the expectation
  • The number is visible
  • The result is reviewed
  • And performance can be discussed objectively

Use Green, Yellow, and Red

Don’t overcomplicate this.

  • Green means we’re on target.
  • Yellow means we need to pay attention.
  • Red means we need action.

A Production Manager looking at a weekly scorecard should immediately see where to focus.

Callback percentage is green?

…Good. Move on

Overtime is yellow?

…Let’s understand why

Production efficiency is red?

…We have a problem that needs immediate attention

The scorecard should drive the conversation…

      …It should tell managers where they need to spend their time

Track Trends, Not Just Snapshots

One bad week doesn’t necessarily mean you have a crisis.

Three bad weeks may indicate a trend.

  • Weather impacts production
  • Equipment breaks
  • Employees call out
  • Customers create unexpected challenges

That’s the reality of the lawn, tree, and landscape business.

The purpose of the scorecard is not to overreact to every number…

      …The purpose is to identify patterns before they become expensive.

If callbacks move from 1.5% to 2.2% to 3.1% to 4%, you don’t need to wait for the customer cancellation report.

The warning signs are already there.

Numbers Remove Emotion

Without a scorecard, performance conversations become personal.

  • “I feel like your crews are moving too slowly.”
  • “You seem to have a lot of callbacks.”
  • “I don’t think you’re managing overtime very well.”

Those statements invite debate…

      …The numbers create a different conversation

“Our labor efficiency goal is 95%. We have been at 84% for three consecutive weeks

What’s happening?”

Now we’re solving a business problem…

        …Not criticizing a person

The Bottom Line

Accountability becomes much easier when performance is visible.

  • Identify the five to seven results that matter most
  • Assign ownership
  • Establish targets
  • Review them every week
  • Watch the trends
  • Then take action

Don’t wait until the financial statement tells you something went wrong 30 days ago…

      …Keep score while there’s still time to change the outcome.

Be well, do good work, and keep in touch.

Fred

To Learn More Contact Fred at TrueWinds Consulting

[email protected]      

(619) 665-7854