From doing to developing: How garden center leaders build stronger teams
In my many years of working with and advising companies of all sizes and across many industries, I’ve repeatedly encountered people in leadership positions who perfectly illustrate the Peter Principle.
First introduced by Laurence J. Peter in 1969, the concept states that “every employee rises to his or her level of incompetence.” In other words, people are promoted because they excel in their current role — until they reach a position where the skills that made them successful no longer apply or aren’t adequate enough. They aren’t suddenly less intelligent or less committed; they simply weren’t prepared for the fundamentally different skill set the new role requires.
Most of us can think of someone who was a terrific manager — organized, reliable, efficient — who earned a promotion and then struggled mightily. They didn’t take a “stupid pill” on the day they stepped into their new role. More likely, they assumed that doing more of what made them successful as a manager would make them successful as a leader. They became a “super manager,” doubling down on the skills they knew best and got them promoted in the first place.
But leadership isn’t an advanced form of management; it’s a different job entirely.
This challenge is especially common in independent garden centers. With lean staffing, seasonal surges and a strong preference for promoting from within, we often elevate great managers into leadership roles without giving them the tools, training or mindset shift required to succeed. The result? Frustrated owners, overwhelmed and confused new leaders, and teams that never quite reach their potential.
Management Versus Leadership: A Different Mindset
Business philosopher Peter Drucker captured the distinction well: “Management is doing things right; leadership is doing the right things.” Walter Bennis expanded on this in “On Becoming a Leader,” offering a comparison that remains strikingly relevant.
- The manager accepts the status quo; the leader challenges it.
- The manager administers; the leader innovates.
- The manager is a copy; the leader is the original.
- The manager maintains; the leader develops.
- The manager focuses on systems and structure; the leader focuses on people.
- The manager relies on control; the leader inspires trust.
- The manager has a short-term view; the leader has a long-range perspective.
- The manager asks how and when; the leader asks what and why.
- The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.
- The manager imitates; the leader originates.
- The manager accepts the status quo; the leader challenges it.
These differences go far beyond tasks; they reflect fundamentally different mindsets. Managers think tactically: What needs to happen today? What’s the next task? Leaders think strategically: Where are we going? What’s possible? How do I help my team grow into the people who can get us there?
In a garden center, this distinction is easy to see. A manager ensures the annuals are watered, the cashiers are scheduled and the trucks are unloaded. A leader builds a team that can run the floor without constant oversight, anticipates future opportunities and develops people who can step into bigger roles.
Developing Leaders: Practical Practices that Work
The good news is that leadership isn’t reserved for the lucky few who are “born with it;” most leaders are developed. With intentional practice, even those promoted into the deep end can learn to swim.
Here are several practices that can help managers grow into effective leaders.
1. Manage Your Time by Managing Theirs
If your team senses that you want to be involved in every decision — or that you’re the only one who can frame decisions — they’ll bring every question to you. That’s a recipe for burnout, especially during the spring rush.
Instead, when someone brings you a question, ask them to bring three possible answers or solutions along with a recommendation that to review together. This builds their critical thinking and decision making skills and gives them ownership of the solution. Yes, it takes more time at first, but it saves enormous time later as your team becomes more capable and confident.
2. Learn That Everything Isn’t a Priority
Garden centers operate with limited time, money and energy — especially when weather, staffing and supply chain issues collide. You simply can’t do everything at once.
The Pareto Principle reminds us that 80% of results come from 20% of efforts. Identify your vital few priorities and focus your resources there. Whether it’s merchandising the high impact areas, training your department leads or improving customer flow, clarity beats chaos every time.
3. Delegation Isn’t Dumping Tasks; It’s Developing People
As mutual trust grows and you provide the tools, training and context your team needs, begin delegating not just responsibility but also accountability. Explain the what and how, but don’t forget the why. People perform better when they understand the purpose behind the work.
And expect mistakes. Encourage them, even. Mistakes are the tuition we pay for growth. Share the lessons learned openly so the entire team benefits.
4. Use the 80% Rule: Ready, Fire, Aim.
Leaders must make timely decisions based on the best information available — not perfect information. Waiting for 100% certainty leads to analysis paralysis, missed opportunities and frustrated teams.
If you’re confident in 80% of the variables, act. Implement the plan. Then adapt as new information emerges. In a business where weather, availability and customer traffic can shift quickly, the need to modify the original plan is probable.
5. Don’t Beat a Dead Horse
Just as leaders must act quickly, they must also recognize when something isn’t working. If a decision, display, process or initiative isn’t producing results, don’t cling to it out of pride or sunk costs. Stop. Learn. Adjust. Move on.
And share the analysis with your team. When people understand why something didn’t work, they become better decision makers themselves.
Our Challenge
A leader isn’t a glorified manager; it’s a different role with different responsibilities, requiring different thinking and different skills. In our “lean and mean” garden center environments, we often promote managers into leadership positions without preparing them for the shift from tactical to strategic — from doing to developing, from managing tasks to inspiring people.
A few people are natural-born leaders; most are not. But most can become strong leaders with the right coaching and support.
Let’s give our future leaders the training, tools, resources and opportunities they need — not just for their personal success, but for the long term success of our businesses and our industry.
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