There have been Hildreths farming the land in Tennessee since before the Civil War. Eric Hildreth represents the fifth generation of Hildreth nurserymen. He learned the trade working for his dad at Rickey A. Hildreth Farms. After 15 years, Eric decided to strike out on his own. He founded Carpe Diem Farms in 2014 and employs five year-round workers at his tree nursery. His customer mix is about 25% garden center, 25% landscaper and 50% rewholesaler.
Eric is 35, and he and his wife Laura welcomed a baby girl, Amelia June, in April 2021. “Millie” joins her two-year-old brother Warren Brown Hildreth.
NM: What’s it like running a small nursery business with two kids under three years old?
I know where the coffee pot is.
NM: How do you take your coffee?
I take it black. My wife will talk me into an iced coffee every once in a while, but I typically just want it straight black.
NM: What was it like growing up in a family where everybody is either a nurseryman or understands the trade?
It meant that you didn't have much free time. If you had a sleepover, you still got picked up to go to work the next day.
NM: What made you decide to start your own nursery?
I was getting married, and my soon-to- be future wife told me I had to make more money.
NM: What does your wife do?
She's a dental hygienist. She really wants to quit, but I told her behind every successful nurseryman was a wife that worked in the city.
NM: What are the most popular trees you sell?
Our top sellers are dogwoods, maples, oaks, and quite a few elms as well.
NM: How do you decide what to add to your production schedule?
Looking into the future, I'm looking at increasing columnar and fastigiate-type plants. Because I'm seeing from landscapers that lot sizes are getting smaller. And I feel like that'll be the future for street trees — and also for planting around nosy neighbors. I don't think red maples are going away by any means. But I think columnar is going take up a larger market share than it has.
With the garden center side that is dealing with homeowners, we’re seeing more awareness of cultivars. They're not just looking for a red maple. They want a specific red maple.
NM: How has running your own business changed since you got started in 2014?
It used to be a lot more phone calls. Now for a lot of my business, I'm dealing with either email or text messages. And I like that, to be honest, because with text message and email, there's a trail for what was said and what was agreed to. Whereas sometimes people forget or change their mind when you talk to them on the phone.
NM: What's your favorite thing about running your own business?
I like the sales side. I like interacting with the customer. I used to think that I wouldn't like it as well, but it sure is easier dealing with the sales side than actually driving stakes and doing everything else. I still enjoy shaping the tree and having in my mind what I want the plants to do. But I'm thankful that I'm not having to physically do it as much as I used to.
NM: What are the toughest parts of running a small business?
I think the hardest part, at least for me, is being a mobile secretary. I don't have a secretary that sits in the office and takes calls as a buffer for me. But I market that: When a company deals with my company, they're dealing with me directly. But the trouble with that is I might be welding or repairing something, and if the phone rings and it's a customer, everything else has to stop. I used to run the digger myself. But I noticed if I got phone calls, it could stop production too much. I have to be available. And sometimes that means I'm taking calls at 8:00 at night and sometimes that means I'm getting woke up at 6:00 in the morning with somebody calling or a truck that's wondering where they're supposed to be for a pickup. I think the toughest thing for a small business owner is it's literally your life. It doesn't matter if you're on vacation. You've got a lot of flexibility as a small business owner, but at the same time it's a ball and chain you're carrying around.
Credit: Dr Parthasarathy Seethapathy, Amrita School of Agricultural Sciences, Amrita Vishwa Vidyapeetham, Bugwood.org
Botrytis cinerea is in the Ascomycete family Sclerotiniaceae. Like its cousin Sclerotinia sclerotiorum (white mold or rot of bedding plants), it forms sclerotia (hardened, asexual resting structures) in decaying plant matter that has rotted as a consequence of infection and fungal colonization.
Crops like coreopsis, dianthus, heuchera, lavender and rudbeckia can be especially vulnerable to botrytis blight in the spring when they have a full flower canopy. Weather conditions are also an important factor in botrytis blight outbreaks. This is a fungus that prefers cloudy, rainy weather. Showers followed by cool weather are ideal conditions for the gray mold caused by Botrytis cinerea to develop in ornamental nurseries. While diseases caused by Botrytis are not aggressive on mature tissues or woody plants, the fungus rapidly attacks fleshy or juvenile tissues such as flower petals, new shoots or tender growth of bedding plants or other annual crops.
Sources: Michigan State University Extension, University of California, Division of Agriculture and Natural Resources
Mark Dwyer
Physostegia virginiana ‘Variegata’
Departments - Green Guide
Consider bringing back this perennial for its long bloom period combined with bold foliage and its value to pollinators.
Admittedly, I’m a sucker for anything variegated. My garden is a testament to this profound and continuing addiction. Interesting foliage can offer a lengthier contribution out in the garden in comparison to the limited duration of flowering interest. While a progression of bloom is welcome in our gardens, a crisp variegation can catch the eye and anchor a composition for months. Couple a sharp variegation with an amazingly long period of bloom, native origin, impressive durability and value for pollinators and you have the variegated obedient plant. Surprisingly, this selection is not easy to locate and the only hope of rescuing it from obscurity is to have more gardeners grow, appreciate, recommend, and seek out this amazing plant. This is one of my favorite perennials in general (not just for the variegation).
Planting obedient plant, a member of the Lamiaceae family, in the garden does raise some legitimate concerns about spreading. The joke still circulates that obedient plant is anything but “obedient” in the garden due to it absorbing more garden real estate at a steady pace. I’ve never regretted planting any obedient plants over the years and the combination of vigilance and commitment to a certain level of annual attention can keep this plant constrained. Varieties such as ‘Miss Manners’ and ‘Pink Manners’ are promoted as more constrained selections. It’s important to note that this variegated form is not inclined to spread quickly. I’ve been growing this plant for 20 years now and the spreading has been minimal and never fostered regrets in having planted it! Establishment and vigor are certainly affected by soil type and available moisture, but this plant is extremely adaptable. While preferring rich, moist soils, obedient plant can tolerate dry soils but really enjoys damp locations.
Preferring full sun or partial shade, this plant reaches a height of about 24 inches with the summer flowering height topping out at about 32 inches or so. The upright habit is quite nice although the lower stems can appear a bit leggy and benefit from some surrounding “skirting” plants. Any green reversions should be removed promptly. Cutting back the plant to 6 inches or so in June will result in a more compact, bushier habit and more numerous and stronger flower spikes. The variegation is sharp and pronounced over all the foliage and the pink flowers show well for many months. The flowers are easy to appreciate and bloom from the bottom of the spike upwards as the spikes continue to extend over the summer months. Observing pollinators visiting this plant is very common with frequent visitors to include bees, butterflies and hummingbirds.
Why grow Physostegia virginiana ‘Variegata’?
Bold and impactful variegated foliage
Long blooming
Significant pollinator value
Native species
Extremely cold hardy
Deer and rabbit resistant
Highly tolerant of urban pollution
Great cut flower
Mark Dwyer is currently the Garden Manager for the Edgerton (WI) Hospital Healing Garden after 21 years as Director of Horticulture at Rotary Botanical Gardens (Janesville, WI). He also operates Landscape Prescriptions by MD, a landscape design and consultation business. mcdwyer@zoho.com
Here we are, in 2022. We start the New Year where we left the past one. Our industry, like so many others, is facing unique challenges and exciting opportunities – especially in the areas of employee hiring and retention.
We’re well aware of “The Great Resignation” that began during the height of the pandemic and proceeded through all of 2021. So, I won’t rehash the well-documented statistics, reasons and projections for where we are as a national workforce and how it all impacts our industry. For that background, take a look at Charlie Hall’s research on the AmericanHort website and state-of-the-industry coverage in issues of this magazine.
What I will talk about is why it’s a smart idea to secure your employee bench no matter what condition the economic climate is in or our industry’s workforce.
This concept came to me years ago while reading Jim Collins’ book “Good to Great.” If you haven’t read it, I highly recommend doing so if you’re in a leadership position or aspire to be. Jim’s premise for hiring – and retaining – great employees is that the right person has to be on the right bus and in the right seat.
“Securing the bench” (my analogy since I come from a sports family) is a mindset of resiliency. It’s a switch in thinking from “I need to fill that position” to “how can I expand the culture of my business to attract and retain the right partners to help my company meet its goals and reach its full potential?”
Here’s how I see my team.
Sure, it’s my name, and my dad’s, behind the risk, liability and day-to-day operations that are the bottom line of the business. But that talented team of employees I have out there, working hard and representing us well? They are our partners. They are the compass that points our business in the direction we’ve defined as a team together. Loma Vista Nursery cannot as effectively meet its goals or reach its full potential without its partners.
If we’re looking to fill vacancies, manage people’s personalities and get them to show up on time – then yep, it’s a grind and it’s hard. Securing the bench with the right people in the right positions provides flexibility in good times and peace of mind to withstand challenging climates.
Our employee playbook – something I recommend every company develop for their business – outlines roles, responsibilities and procedures in detail for all members of our team. Work with your employees to create one, and then review it and update it together regularly and make sure new hires become part of the conversation, too.
Here are five strategies for securing your bench.
Company milestones are perfect opportunities to honor managers and staff. Loma Vista held events throughout its 30th anniversary last year, including a fun photography session to document its team members’ contributions.
Photo provided by Loma Vista
Anticipate and plan
Anticipate that staff will leave; you will have turnover. Plan for it.
Practicing open communication, active listening and setting realistic roadmaps for individual and company success is part of the “anticipate and plan” process. Involve employees in planning from the get-go so they understand the objectives.
Have open dialogue about processes, procedures, what works and what doesn’t and update the playbook together. Review it often. This ensures buy-in from everyone on the team and that is in everyone’s best interest.
With playbook in hand, cross-train your people to double-check that the execution of roles and responsibilities is correct. Compare notes, document clarifications and make playbook changes together. Should they need to step in, someone who is cross trained knows the playbook is current and accurate because they were part of the process.
Craft your culture
Create a culture that attracts and retains people who are excited about the journey you’re taking together. We’re always asking ourselves what we’re doing to attract and retain talent and if we have the right measures in place to ensure our business is resilient when someone leaves.
We’re also realistic that not every candidate who applies will be qualified for a seat on our bench. I care way more about attitude than skill set because a lot of what we do can be learned and attitude underlines our culture.
A company that is active in its industry, gives back to its community and supports the professional development of its employees is an exciting place to work. A culture that is positive, nurturing and encourages teamwork builds trust, confidence and internal bonds that are motivating and inspiring.
Give employees permission to be your company’s ambassadors. This gives employees visibility in the industry, elevates their professional status and is good for your brand. Because they know you support them, encouraging their involvement builds loyalty and confidence.
Lead with communication
Don’t expect employees at all levels of your company to read your mind and don’t expect to read theirs either.
In my experience, nailing the job description is the No. 1 way to have a good start with new hires and maintain open communication with employees. We provide detailed information when we develop our job descriptions and we involve employees who have cross-trained in the open position to weigh in.
Our HR manager checks in with new employees at 30, 60 and 90 days and we tweak along the way. We meet twice annually with current employees to revisit their responsibilities and help them identify and meet their professional goals. This two-way communication is at the heart of our culture.
We pay close attention to how we communicate with employees and onboard new hires because that sets the tone for the employee/employer relationship. Modeling leadership with managers and staff defines their day and the commitment they make to their work.
We don’t ever know for sure what’s in someone else’s head and that’s where transparent communication comes in. Ask questions about how the team member views themselves and their role in the company and what they aspire for that to be.
I’ve found that telling the story of our company and its culture – and reminding employees of their individual successes – helps them internalize its values and feel ownership in their contributions. It also lets them know that I’m proud to have them on our team.
Accept honest mistakes
Education and training go hand-in-hand when you’re staffing positions and securing your bench, along with acceptance that honest mistakes are going to happen.
What do we do as business owners and leaders when we make a mistake? We get in there. We figure stuff out. We learn a few things. Then we move on.
We can’t have a different expectation of our people. That’s not fair. They also need to learn by making mistakes – and the thing about making mistakes is that when they happen so does growth.
As long as they aren’t mistakes that are going to put you out of business or cost the company more than they can afford to part with, employees have to be allowed to make mistakes because especially in the business we’re in – mistakes can happen and I’m not talking about the fat finger on the keyboard that inverses a number.
I’m talking about trying something new that might get a better result but may or may not work. You don’t know unless you try and I always want my team to try. Especially in plant production, it’s pretty important to have wiggle room for mistakes.
Of course, a culture of doing things the right way and following the process is key, but there has to be room for ingenuity and creativity. That’s where flexibility comes in – our playbook provides for processes that we want people to follow, but my belief is that if you think there’s a better way to do something, let’s try it. If it works, we’ll update the process.
Lead with intention
Those competing for our employees most likely aren’t in our industry.
They could be Walmart, Amazon or even city governments. We have to be financially competitive to those employers and that can be tough, but our industry offers benefits that are unique to us. We try really hard to understand what it’s like to be an employee at the companies outside of the green industry that we compete with for employees – and then we tell our story.
Investing leadership and energy in our brand’s growth and its role in the marketplace is my job 365 days of the year and I couldn’t do it without my partners and their support. My intention is very much on them, their growth and their success. For sure that benefits our company and for sure it benefits our industry.
Attracting and retaining talent requires wages at or above market. Job satisfaction requires communication. Professional growth requires work/life balance.
Being in the driver’s seat of a company requires understanding that we are all human and that we all have personal needs for health, safety and happiness. It’s true that respect and honesty makes the days better and relationships stronger. That impacts our bottom line.
It’s normal to panic when a valuable employee leaves but go ahead and panic only for a minute. Then, rest easy that you have a playbook in place to fall back on. You have cross-trained your people, your employees are positioned in the right spot on the bench, and they appreciate the company’s values and thrive in its culture.
You have managers who are confident, secure and resilient and are on board to help you find the right next person for that open seat. Because that talent that you need “right now” to help with the coming season? It’s out there.
Lyndsi Oestmann is president of Kansas-based Loma Vista Nursery, a family legacy business founded in 1991 by her father, Mark Clear. Lyndsi is a member of the AmericanHort board of directors and she and her team are active participants in the horticulture industry. Photo by Steve Puppee
Kentucky needs our help
Departments - View Point
The UK Research and Education Center was completely leveled by a December tornado.
On the night of Dec. 11, a powerful tornado formed in northwestern Arkansas and carved a path of destruction across the western half of Kentucky, and the University of Kentucky Research and Education Center in Princeton took a direct hit.
Dr. Win Dunwell, extension specialist at the center, checked in on Facebook and said he and his family were not harmed in the storm. By daylight, UKREC employees, led by director Carrie Knott, worked through the weekend, securing and caring for animals, assessing damage and offering support.
Three days after the tornado, the university opened two temporary office buildings and two temporary storage buildings on-site for UKREC personnel.
“The outpouring of community support has been very humbling to us,” Knott said. “We are not closing our doors, but we will look a little different and be a little more fragmented at least for the near future.”
The center, which was established in 1925, underwent a major renovation and addition in 2019.
Numerous counties are dealing with the aftermath of the destructive tornadoes, and the UK Cooperative Extension Service is diligently working with area organizations to meet the needs of tornado victims.
Extension has partnered with the Kentucky Department of Agriculture to offer support for affected ag and hort producers. Here are some of the relief funds, if you wish to donate.
The Kentucky Division of Emergency Management is also accepting donations and relief effort volunteer applications. Individuals can offer to donate supplies or apply to volunteer at https://arcg.is/8aqnO.
The Kentucky Department of Agriculture has partnered with the Kentucky Farm Bureau to develop a GoFundMe account at https://gofund.me/6855c668.
As we get more information on the needs of the research center and green-industry companies, we’ll post it at www.NurseryMag.com or on our Facebook page (@NurseryManagement).
Matt McClellan
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