Business management ideas for horticulture industry leaders

Photo © Adobestock

I’ve been thinking a lot about pain — not the kind that shows up after a long day of lifting flats or hustling through the retail rush, but the deeper kind. The pain that lingers when we stay stuck, when we resist change, when we cling to what feels safe even when we know it’s no longer serving us.

In this industry, we know what it means to grow. We measure it. We plan for it. We work hard to coax life from soil, sun and sweat. But somehow, when it comes to growing ourselves, our teams or our businesses, we tend to avoid the one thing that guarantees it: discomfort.

Let’s be honest. Change is uncomfortable. Trying something new feels risky. Letting go of something familiar — even if it’s broken — can feel like betrayal. Those of us in the horticulture industry have a very high tolerance for pain, which may serve us day to day but does not set us up for long-term health or vitality, both personally or professionally. Do I sound like a broken record yet? But here’s the hard truth: The pain of staying the same is worse.

The real risk is the status quo

Too many businesses (and leaders) stay where they are because it feels safer than the unknown. Better the devil we know, as the saying goes. But comfort breeds stagnation. When we stop challenging ourselves, we stop evolving. And in this climate — economically, culturally, horticulturally — not evolving is a liability.

Sticking with the same crop mix year after year because “it always works” or “this is what we have always done” can quietly erode profitability. Avoiding that awkward performance conversation creates resentment on your team. Refusing to adopt new systems or technology might keep things familiar, but it also keeps your margins thin.

We’ve been there at Moss Greenhouses. I’ve been there personally. And every time I’ve felt most stretched, most uncertain, most uncomfortable — that’s where the growth happened. On more than one occasion, you will hear me tell my teams: “My job is getting you uncomfortable because that is the only place growth happens.” And I lead by example by making sure I am constantly outside of my comfort zone, pushing myself toward the next goal.

Discomfort is where it gets real

Here’s the thing: Discomfort is data. It tells us something important is happening. That new team member who asks “why” too many times? They might be pointing out a bottleneck you’ve normalized. That unease before launching a new initiative? That’s the edge of innovation.

I’ve learned that personal and professional growth comes from leaning in when everything in us wants to lean out. It’s having the guts to say, “This isn’t working anymore,” and the humility to not have all the answers.

Discomfort has taught me more than success ever has. Failure may have a bit in common with discomfort when viewed through this lens as well.

Building a culture that stretches

Growth can’t be a one-person job. If we want to build organizations that thrive, we have to create environments where discomfort isn’t just tolerated; it’s expected.

That means:

Setting goals that make us sweat a little.

Giving (and receiving) real feedback.

Encouraging curiosity, even when it challenges the way we’ve always done things.

Choosing learning over ego, again and again.

When I first joined the business, I came from the restaurant and hospitality world. It was a major culture shock to say the least, but I clearly remember my mother telling me that out of my new ideas, not everything would be approved. At first, in my youth, and frankly, immaturity, this was tough. But I learned that out of 10 ideas, two would really get traction and come to life. It has helped me be open to others’ ideas when they come into the business and give them some room to run and try some new things.

At Moss, we talk a lot about personal accountability and a willingness to learn. Those aren’t just feel-good values — they’re the bedrock of progress. And let’s be clear: We don’t get it perfect. But we’re committed to getting uncomfortable in service of getting better.

Operationalizing growth

So how do we make this more than just a pep talk? We turn philosophy into practice:

Reevaluate SOPs: If your processes haven’t changed in five years, you’re probably not growing.

Ask what’s causing your team pain: Opportunity is disguised as challenge in work clothes.

Invest in people: This includes leadership coaching, cross-training and real performance development.

Lean into the hard conversations: Avoiding them is easier. But nothing changes without truth.

Embrace iteration: Try things. Fail fast. Learn faster.

And when something works? Celebrate the heck out of it. Not because it was easy — but because it was worth it.

Don’t wait for the perfect time

Cultivate is one of my favorite times of the year. It’s a chance to step out of the daily grind and reflect, reset and reengage with where we’re headed. If you’re feeling stuck, burned out or resistant to change, maybe that’s the sign. Maybe it’s time to move toward the discomfort instead of away from it. The best way is usually through, not around, over, under or any other direction. Go through the discomfort.

Ask yourself — and your team — this simple question: “What are we holding onto just because it’s comfortable?”

Then, be brave enough to let it go. Because in the greenhouse, and in life, the only thing worse than growing through discomfort is staying the same and calling it safe.