Oct 2026 What Makes Your People Tick – Managing Different Generations in the Landscape Industry
Managing people in the landscape industry isn’t easy. Whether you run a construction crew, maintenance team, arborists or designers, you’ll likely have workers of different ages, personalities, skills and expectations.
What motivates a 20-year-old apprentice is completely different from what drives a 35-year-old leading hand.
Good leadership means understanding what makes your people tick, communicating clearly and adapting your style to get the best out of everyone.
Below are the three main generations in our industry, followed by proven management tips.
Generation Z: Born 1997-2012 (up to 29 years old)
What makes them tick: Encouragement, clear direction, learning and feeling included.
Gen Z includes many younger apprentices through to team leaders. Some have limited workplace experience and may need more guidance in learning practical skills, understanding expectations and building confidence.
How to manage them: Be clear, demonstrate tasks and explain what a good result looks like. Don’t assume they understood because they nodded. Ask them to explain the process back to you. Check progress, give constructive feedback and praise them when they get it right.
Remember: Patience, encouragement and consistent expectations develop confident, capable workers. And if someone has an inflated view of their ability, let their results do the talking and discuss them honestly.
Millennials / Generation Y: Born 1981-1996 (30 to 45 years old)
What makes them tick: Purpose, progression, teamwork and feedback.
Millennials often want more than a pay cheque. They want to know where their career is heading, why their work matters and whether they’re making a difference.
In horticulture, this could mean taking pride in beautiful gardens, improving the environment or becoming a manager or business owner.
How to manage them: Explain the bigger picture. Give them responsibility, involve them in decisions, ask for their ideas and let them lead smaller projects.
Remember: Provide regular feedback, recognise their contribution and show them a path for career progression.
Generation X: Born 1965–1980 (46 to 61 years old)
What makes them tick: Trust, independence, respect and getting the job done.
Gen X workers often have years of practical experience. They might be your senior horticulturists, construction foreman, subcontractors or leading hands. They like being trusted without someone looking over their shoulder.
How to manage them: Give clear expectations, the right equipment and freedom to get on with it. Ask for their input, particularly when they have handled similar situations before.
Check in, offer support and recognise a job well done.
Remember: Trust their experience, but don’t assume they know everything or don’t want further training.
Forget the Labels – Manage the Individual
Understanding generational differences helps, but don’t put people in boxes. Not every Gen Z worker needs constant encouragement, not every Millennial wants promotion and not every Gen X worker prefers independence.
Everyone is different, and effective managers take time to understand each person.
Show your people you genuinely care. Ask how they’re going, listen to their concerns and recognise their efforts. Give clear instructions, explain expectations and business standards, give guidance and follow up so everyone knows their effort matters and the job is on track.
Don’t just point out mistakes. Catch people doing things right and tell them. Specific praise builds confidence, pride and motivation. When mistakes happen, use them to develop your workers rather than simply criticising.
Good leadership is about managing individuals. Set clear standards, communicate well, be fair, show respect and lead by example. Look after your people, and they’re far more likely to look after your business, your clients and each other.