How to create an environment your employees can thrive in

Leadership, like gardening, is an ever-evolving practice. Just as a gardener learns new techniques, adapts to changing climates and experiments with innovative methods, leaders in higher education must continually improve their skills to effectively nurture their teams. Leadership isn’t static; it requires intentional growth and a willingness to learn. 

Let’s take a deeper look at what leadership really involves. It’s more than influencing others to do the right thing – it’s about helping people grow and flourish to become their best selves. Hiring the right candidates is only the beginning. We must also nurture their potential. 

• In the cold, unforgiving environment of higher education, embrace the promise of spring
• Developing a growth mindset and experimenting for better teaching outcomes
• Staying agile is the key to effective HE leadership

Leadership involves guiding, supporting and challenging employees to continuously grow. Growth happens in the right environment – one where staff and faculty are supported, provided with the appropriate resources, praised and encouraged. When leaders create this kind of environment, the potential for team success becomes remarkable. 

So, how can we learn to become better leaders? Let’s explore this idea through the lens of gardening.

Planting seeds in the right places

Much like a gardener planting seeds in hopes of a future harvest, leaders invest time and effort into their employees and, in turn, see results in the quality of their work. Consider the gardening practice of companion planting, which involves placing certain plants near one another for mutual benefit.

For instance, tomato plants thrive alongside herbs, and some plants even provide shade for others.

But some plants don’t grow well together. Corn and tomatoes, for instance, compete for the same soil nutrients and can hinder each other’s growth. 

Similarly, in the workplace, leaders must create the right foundation for employees to thrive. Pairing a new hire with a negative employee can stunt the new hire’s development, much like planting a healthy crop near a competitor plant. Conversely, pairing employees whose strengths complement one another fosters collaboration and mutual success, just as companion plants support each other.

Another gardening technique, crop rotation, mirrors the importance of cross-training employees. By rotating where different plants grow each year, gardeners preserve soil nutrients and reduce pests. Cross-training team members diversifies knowledge and keeps the team adaptable. This approach not only ensures long-term success but also prevents burnout by giving employees variety in their work, keeping them engaged and challenged.

The right foundation for growth

A gardener prepares the soil to meet the specific needs of different plants, and likewise higher education leaders create a strong foundation for their teams to thrive. For example, strawberries flourish in sandy soil, while peppers and vegetables require soil with a slightly different pH balance. Similarly, in a higher education setting, the right mix of support, such as appropriate training, resources, development opportunities and praise will help to ensure continued growth.

Just as overwatering or insufficient sunlight can harm plants, inadequate support for staff and faculty can hinder their ability to succeed. Leaders in higher education must ensure their teams have the foundational knowledge needed to perform their roles effectively, while also offering ongoing training to keep pace with academic, industry and regulatory changes. 

Also, just as sunlight and water are essential for plants to grow, employees also need certain ingredients to develop. 

By giving specific and meaningful praise to employees, leaders can help them understand what exactly it is they did well, to encourage continued performance. By maintaining this foundation and providing praise, higher education leaders can foster an environment where not only will its students flourish, so will the staff and faculty. 

Pruning for success

Pruning is not just about removing harmful elements, but also about directing growth. When leaders provide constructive feedback, they help employees focus on their strengths and address areas for improvement. 

In higher education, a leader might help a staff member in student services with conflict resolution, or provide specifics on appointment scheduling efficiencies to student advisers. A department chair may give feedback on how to help an instructor improve the level of student engagement. The point being: don’t shy away from giving constructive support. When you give specific feedback on ways that the employee can improve, you are offering actionable advice and demonstrating an investment in their growth. This process builds trust and empowers employees to embrace their potential. Constructive feedback should be seen as a tool for development rather than criticism, encouraging a forward-thinking mindset.

Additionally, be mindful of how you deliver feedback. Ensure it’s clear, respectful and focused on behaviours rather than personal attributes. By regularly “pruning” inefficiencies and nurturing strengths, leaders create a culture of continuous improvement. This practice not only enhances individual performance but also fosters a sense of purpose.

Removing “suckers” and weeds

Gardeners understand the importance of removing obstacles to growth. Tomato plants, for example, develop small offshoots called “suckers” that divert energy from producing fruit. Weeds, too, can overtake a garden and suffocate healthy plants.

Similarly, leaders must identify and eliminate obstacles that prevent employees from doing their best work. These “suckers” might include a lack of resources, unrealistic demands or unnecessary administrative tasks. For example, a professor that is bogged down with a redundancy of paperwork will distract their focus from their primary purpose to teach and conduct research.

Leaders must also “weed out” negative influences within the organisation – whether that means addressing toxic behaviour, resolving conflicts or replacing employees who hinder others’ success. The toxic behaviour could be negativity, resistance to change, or staff undermining other staff members. Any toxic behaviour will prohibit growth and it is the leader’s responsibility to remove these obstacles. These tasks may be difficult, but they’re essential for creating a thriving workplace.

Seasonal growth and patience

Gardening teaches us the value of patience, as growth often occurs in seasons. Some plants yield quick results, while others, like oak trees, take years to mature. 

Similarly, employees develop at different rates. Leaders must recognise these differences and adapt their approach accordingly. Some faculty members quickly adapt to new teaching technologies or research methodologies, while others require more time and support. A new professor might need mentorship and training before excelling in the classroom, while a seasoned faculty member may be ready to take on new leadership roles quickly.  Providing steady support to those who need more time while challenging high performers ensures sustainable growth and prevents burnout.

Growing and tending your team

Just as a gardener spends countless hours tending to their plants, leaders should devote significant time and energy to their employees. A thriving organisation requires intentional leadership. 

As a college president, there were many days I found work was piling up and it was hard to tear myself away from my computer, reports and emails. However, working on tasks in my office took me away from spending time with my employees. I ended up forcing myself to get out of the office so I could put my energy into  my employees. This was not only checking in to see how they were doing and providing guidance or training, but it was also an opportunity where I could connect and build strong relationships. 

By providing a solid foundation, fostering collaboration, offering meaningful praise and removing obstacles, you can create a workplace where employees flourish. Setting clear, achievable goals and providing mentorship opportunities are key. Trust is the sunlight of the workplace. When employees feel trusted, they grow stronger and more confident in their roles.

As a leader, think like a gardener. Be intentional in how you nurture your team. With care and effort, you can grow a vibrant, successful institution – just as a gardener cultivates a bountiful harvest.

Judy Holmes is organisational leadership faculty member at CSU Global.