BUSINESS STRATEGY

Jennifer McPhee from Harrison McPhee, Inc.

What’s one decision you’ve made in the past year that meaningfully improved your business – and why did it work?

One of the best decisions we made this year was bringing on a tech expert to help us address day-to-day issues more efficiently, while also managing more complex and time-sensitive projects.

As a small business owner, those responsibilities had always fallen to me. In a matter of seconds, my day could be derailed by an employee’s phone that would not load the time clock app, a CRM software update that suddenly eliminated a needed report or a printer that stopped working.

Now, I’m exponentially happier knowing we have an expert who not only loves this kind of problem-solving but also helps us determine the best path forward. I have the support I need to focus more of my time on business development and long-term planning.

WORKFORCE DEVELOPMENT

What’s working for you right now in hiring and retention?

Strong relationships – and good reputations – take time, sincerity and consistency.

For us, retention begins with the belief that a happy, respected, fulfilled and well-trained team will be reflected in the quality of the work. When people take pride in what they do, they’re more likely to want to grow, contribute and stay.

We’re not immune to the occasional misstep, but we try to make decisions through the lens of what is best for the team. There is no magic bullet – no single benefit, pay rate, piece of equipment or bonus program that guarantees people will stay with your company.

But we believe that because people spend the majority of their day supporting this business and providing for their families, they have earned the right to be one of our first priorities. When employees genuinely feel that, they’re more likely to trust the security and future of their careers with us.

On a practical level, we focus on weekly team updates about our financial progress so employees are encouraged to think like owners; weekly huddles to recognize achievements; a transparent, team-based bonus program where everyone is included equally; and a robust onboarding process that begins before the first day.

SAFETY AND TRAINING

What’s one change Harrison McPhee has made that actually improved safety behavior on your crew – and what made it stick?

Open communication and a well-bonded team create the foundation for a safer work environment.

Weekly safety talks and daily near-miss updates are standard for us, but we’ve also made a conscious effort to adjust how we support newer arborists in the field. As we onboard and train several young team members, we often increase the crew size. This allows for more mentoring, better oversight and less pressure on the crew leader to both produce efficiently and train effectively at the same time.

What makes these efforts stick is that safety is not treated as a separate program or checklist. It is woven into communication, training, production and culture. When the team feels connected, supported and accountable to one another, safer behavior becomes part of how the work gets done.

LOOKING AHEAD

What’s changing in the industry that more companies should be preparing to address?

Technology is changing at a mind-numbing pace, and it is reshaping customer expectations.

Good old-fashioned customer service will never go out of style, but the demand for immediacy is changing the way clients expect to communicate, learn and schedule. Companies will need to use technology to become more responsive and informative without losing the trust, craftsmanship and human connection that define great arboriculture.

In tree care, we have a unique opportunity – and responsibility – to meet modern expectations while still encouraging clients to slow down, look closely and “meet us among the trees.”

Jennifer McPhee is the co-owner of Harrison McPhee Inc., in Millis, Massachusetts, and the senior director of TCIA’s board of directors.