Alec McClennan, Owner of Good Nature Organic Lawn Care and a RealGreen customer since 2000, recently spoke at our Beyond Service User Conference about why his company prioritizes company culture — and how that focus has benefitted his business. Good Nature has even been named one of the top 99 places to work in their market of Cleveland, Ohio, for five consecutive years and was recognized by Lawn and Lawnscape Magazine as one of their 2024 Best Places to Work. Here are some key takeaways from McClennan’s standing-room-only session.

Define Your Company Identity

“The first thing I needed to do was decide what kind of company I wanted to have,” McClennan explained. Starting with a clear vision allowed him to build everything else around those core principles. He began with a mission statement, a customer service vision and core values created with team input. This foundation became the compass for all future decisions, from hiring to operations. 

Focus on People First

McClennan notes that hiring the right team is essential to a positive company culture. “People are the most important thing,” he emphasized. “Life is too short to work with people you don’t like.” With this in mind, the company put in place a robust hiring process that includes:

1. Core Values Alignment. McClennan was adamant that Good Nature’s core values are more than mere wall decorations — they are actively used in management conversations and as criteria for evaluations. Those core values are:
• “We strive to improve personally and professionally”
• “We work together as a team with integrity, honesty and respect”
• “Care is a fundamental principle in all we do”
2. Position Fit Assessment. Good Nature uses a personality assessment tool called Culture Index for all employees. Using Culture Index, they can effectively screen applicants before interviews, which helps eliminate poor personality fits early in the process. The tool also helps identify employees’ natural strengths and work styles, which helps Good Nature place people in roles that match their talents. They also use the tool in annual reviews to ensure people are working to their best advantage. 

Create the Right Environment

According to McClennan, growing a positive workplace culture means placing a strong focus on training and development and offering pathways to growth for employees. 

The company started “Good Nature Winter University” to keep seasonal employees engaged during slower winter months, offering classes focusing on technical skills, personal development and leadership development. “We recognize not everyone will be in lawn care forever, but we want to help them succeed in life,” McClennan shared.

In addition, they provide every employee with a clear career path. Employees can visualize their future with:

• Organizational charts showing current and future opportunities
• Defined career paths with progression levels
• Recognition at each advancement stage (certificates, special gear)
• Real examples of employees who have advanced within the company

Encourage Connections and Recognition

Building genuine connections among team members can be a critical challenge in the lawn care industry, where employees often work independently in the field. McClennan noted that creating opportunities for meaningful interaction and recognition is fundamental to retention and engagement.

Good Nature maintains consistent communication through a multi-layered approach. What began as daily Zoom meetings during COVID evolved into weekly 15-minute company-wide virtual gatherings that have become the heartbeat of their culture. “It’s the best thing we do,” McClennan shared. During these meetings, team members discuss improvements, review metrics and recognize each other for exemplifying core values. Each employee also receives weekly one-on-one check-ins with their manager, ensuring no one falls through the cracks. Financial performance is shared openly at monthly branch meetings, while quarterly planning sessions for leadership teams maintain strategic alignment. Good Nature also conducts bi-annual culture surveys, carefully analyzing results to identify specific areas for improvement.

Team building extends beyond formal communication structures. The company weaves connection-building into the fabric of their operations through thoughtfully designed activities. Monthly themed gatherings at each branch create regular touchpoints for team bonding — from pumpkin-carving contests to chili cook-offs that have become cherished traditions. Their annual river float trip has evolved into the most anticipated event of the year, with employees from all branches converging for a weekend of relaxation and relationship building. During winter’s slower pace, the “winter university” brings employees together for both professional development and personal connection. Family picnics complete with a 150-foot slip-and-slide invite loved ones into the company community, reinforcing that employees are valued as whole people, not just workers.

Recognition forms the third critical component of their connection strategy. McClennan said he discovered that exceptional performance often goes unnoticed in field service work, leading to employee frustration and eventual departure. Good Nature has instituted multiple recognition systems to combat this, including core value awards celebrated with custom apparel and public acknowledgment, certification celebrations when technical milestones are achieved, and daily peer recognition during company meetings. During the annual float trip, managers publicly acknowledge each team member’s contributions, creating an environment where everyone knows that they are  appreciated.

Provide Tangible Benefits

Beyond the standard benefits, including health, dental, vision and a retirement plan, Good Nature offers other real-world benefits such as:

• Student loan repayment assistance
• Employee Assistance Program for counseling
• Financial management tools and classes
• Anniversary gift program based on personal interests
• Quality branded gear and apparel (focused on the person, not just company promotion)

The Basics of Building a Positive Culture

To close out his presentation, McClennan summarized the steps he took to create a solid culture at Good Nature, emphasizing that any company could follow these steps to success:

1. Decide what kind of company you want to have
2. Implement screening systems for the right cultural fit
3. Create a thorough onboarding program
4. Regularly recognize people’s contributions
5. Provide clear paths for growth
6. Have a mission and make work fun

By focusing on these principles, Good Nature transformed from an industry-average workplace to a five-time award winner with dramatically improved retention.

This employee-first approach shows that even in seasonal, outdoor service industries, investing in people and culture creates sustainable competitive advantages and a more fulfilling workplace for everyone involved.

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