Key takeaway: Encouraging independence and accommodating struggles help unlock personal growth and team success.  

This mindset guides how they work with apprentices. They are eager to take on employees who are dedicated to learning the landscaping trade and who understand that a core part of being in landscaping is dealing with the unpredictability and harsh demands of working outdoors. Currently, All Terrain is learning to manage the challenges of winter weather while meeting apprenticeship requirements. Kirstin said this has led them to reexamine how they work with the Grow program, including the season they begin the program. In landscaping, everything is dependent on careful seasonal planning: “We’re targeting to get all five apprentices through the Grow program next year. We started too late last year and missed the window. This time, we’re starting early and asking questions to make it more accessible.” Kirstin and her team are focused on certifying more staff members to support future apprentices and ensure that their company's needs and those of apprenticeship programs remain in alignment. About apprenticeship, Kirstin added, “If you’re an owner and you don’t know how the apprenticeship program is going to work, get over the fear. Give it a shot. Tell your staff, ‘We’re trying this program; we’re soft launching this.’ We’re in this boat together.”

In the spirit of continuous learning and employee growth, Kirstin and Ryan also believe in leveling up their team through training and development. They have developed a program called L2L or “Level 2 Learner.” According to Kirstin, “We want, once you’re here, for you to build your resume while you’re with us and for the next job you’re going to have with us.” In addition to helping staff expand their skills and level of experience through L2L, All Terrain offers truck and trailer clinics, helping staff gain confidence and competence in equipment handling.

When it comes to management specifically,   open communication is a cornerstone of Kirstin’s leadership style. She encourages feedback through customer surveys and addresses her staff’s concerns with transparency. Her management team is exploring strategies such as department-led meetings to place more problem-solving and decision-making in the hands of unit managers. Kirstin said her goal is to foster continuous dialogue across the company. As she said to Jan, “We used to not do surveys. I thought, ‘What if they give us feedback and we can’t change what they’re asking to change?’ But I had to get over that fear.”

"As it turns out, All Terrain is “actually pretty good at accommodating most things.”

In that spirit, she and Ryan work hard to create and maintain a sense of community. They make a point of recognizing, every Friday, “core team members” who have made substantial contributions to company success. These are the regular “Good Vibes” gatherings, celebrating staff achievements and acknowledging the bonds those staff build on the job. Kirstin said her management team invests heavily in what they call their “people pillar,” emphasizing recruitment, onboarding, and retention. They aim to build a company renowned for exceptional customer service and as an outstanding workplace. To make this happen, All Terrain has enhanced its Indeed.com employee reviews and developed a comprehensive Total Rewards Package for staff, highlighting competitive benefits that extend beyond the employee wage.

But Kirstin and Ryan are interested in more than offering support through compensation and benefits.