丁香园AV

Can a three-day course change your life? Absolutely, says Horizon Landscape Contractors executive Dana Bech.

For three days last fall, Dana commuted from Langley to Vancouver to take the first course in our Executive Leadership Certificate program. On his first trip, Dana confesses he felt a 鈥渂it judgmental鈥� about the sea of humanity sweeping in through the SkyTrain doors. By the third day, he found himself observing his fellow passengers with a new sense of curiosity and compassion.

鈥淚 was more interested in finding out what their story was,鈥� he recalls. 鈥淗ow did they get where they were? Everybody鈥檚 been through some trouble, everybody鈥檚 had difficulties they鈥檝e gone through in their life that have helped develop and make them who they are. If we can understand where they鈥檝e come from, we鈥檙e so much more open and willing to appreciate them.鈥�

The class that made such an impact on Dana was Personal Foundations of Successful Leadership. 鈥淚t gave me a chance to reflect on my work life, on my life outside of work, and to become a better person,鈥� he says. 鈥淚 really do think it鈥檚 a life-changing course.鈥�

His deepened self-awareness and appreciation for others drove him straight to his fianc茅e to apologize for any pain he鈥檇 ever caused her. 鈥淚 gave her a big hug,鈥� he smiles. 鈥淚 get emotional just thinking about it.鈥�

In addition to nurturing his personal relationships, Dana鈥檚 new outlook breathed fresh life into his workplace. He had joined Horizon eight years earlier as a crew foreman before working his way onto the management team. In 2019, he was named a vice-president. Despite his rise through the ranks, he admits to feeling somewhat 鈥渟tuck.鈥�

鈥淚 felt I had reached my capacity to really develop the team and other executives around me, and that there needed to be some outside source to help me push those individuals to become better.鈥�

Given the seasonal nature of the landscaping industry, Dana鈥檚 greatest challenges at Horizon included a high turnover rate and the difficulty of motivating temporary staff, challenges that would only be magnified as the company grew. The Executive Leadership program allowed Dana to connect with other professionals facing similar difficulties and gain different perspectives.

鈥淭hough we鈥檙e in such different sectors of work, we鈥檙e all dealing with the same issues, dealing with people and how to motivate them to get the best out of them. It was really great to see how one industry would deal with it, compared to how we would deal with it, and get that feedback.鈥�

Today Dana is bringing what he鈥檚 learning back to Horizon, planting seeds of ideas that are already bearing fruit. Within the company, Dana is seeing a more cohesive team develop, thanks to a growing acceptance of ideas from outside the executive core, and a shift toward a decision-making process that now involves employee consultation.

Yet he鈥檚 reluctant to take any credit. 鈥淟eadership is not just me,鈥� he says. 鈥淚鈥檓 a part of it, but leadership really is the team. So, getting us all on the same page, preaching the same things, is what鈥檚 going to drive that change, or drive us in the right direction.鈥�

Years ago, Dana had joined the landscaping industry for the instant gratification it offers鈥攆or the simple joy of expertly cutting a lawn or preparing a garden bed. Occasionally, he still enjoys heading out to a job site and getting his hands dirty. But these days, he鈥檚 finding a deeper sense of satisfaction elsewhere.

鈥淣ow that gratification comes from watching individuals grow and develop and become better people, better employees and supervisors,鈥� he says. 鈥淔or me, that鈥檚 very powerful to see.鈥�

By Kim Mah