My second week on the job as CANA’s Executive Director took place during the joint CANA-NFDA convention in October 2011. I remember many excellent presentations and I vividly recall one speaker asking the audience, "Are you a cremation specialist? Raise your hand if you are." There were hundreds of people in the room, and not one raised a hand. The speaker then chastised us, saying, "Of course you are a cremation specialist, because you say you are."

Is it really as simple as that? Not exactly.
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CANA has been conducting research to determine the actual competencies and related knowledge, skills and abilities (KSA) that a funeral director and arranger use when serving their community. Based on this, we've developed continuing education classes that teach these important KSAs, validate good habits and introduce best practices. Together they make up the new CANA-Certified Cremation Specialist credential—a labor of love crafted by the leadership and staff of CANA over the last five years.

You’ve all heard the lament: no one teaches cremation in mortuary science or funeral service schools, so why do some funeral directors excel at connecting with consumers who choose cremation and why do some fall short? CANA set out to find the answers.

One of the four pillars of CANA’s strategic plan is Education, with one of the goals under that pillar being to constantly scan the state of the profession and address training needs through progressive education. To that end, in August 2017 CANA board members engaged in a hands-on activity where they identified their greatest training struggles across their businesses. The major categories identified were: 1. arrangement conferences, 2. crematory operations, 3. sales, 4. managing a service, 5. technology, 6. leadership development, 7. phone skills, and 8. oral communication, business communication and writing.

The CANA Education Committee then set CANA’s top three priorities: arrangement conferences, crematory operations, and sales. With a firm theory about where our profession was struggling, it was time to test our ideas, so we invited rock star funeral directors from CANA member firms across the US and Canada to convene in Chicago and participate in a DACUM (Developing A CUrriculuM) study.

These successful professionals were asked to describe, in exhaustive detail, each task they engage in to serve families who choose cremation. I wish you could have been in the room. This open exchange of ideas and strategies was a type of training in itself.
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The DACUM study identified seven domains of competencies from which we developed training.

Anyone familiar with the curriculum at mortuary science and funeral service programs will recognize these areas. You’ll find obvious connections and echoes to the mortuary school classroom curriculum, which we found to be a reassuring reminder: there’s no divide between cremation and burial families, just in how they can be perceived.
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CANA engaged consultants to do research on this new education initiative, including a large survey. Those respondents overwhelmingly identified a need for training that distinguishes between the knowledge and skills required to serve families choosing traditional casket burial and those choosing cremation. That’s where CANA found its niche.

n keeping with CANA’s mission to serve as the leading authority on all aspects of cremation, the association identified a gap in cremation-focused, online continuing education courses – content that develops and supports the competencies that best prepare funeral directors to serve people choosing cremation. Current courses are outdated, repetitive, provide little to no cremation content, and don’t advance competencies in the areas we identified.

The path forward was clear: fill the gap between the type of specialized training needed and the level of interest in the actual content areas—all with CANA’s brand of cremation-first content to set it apart from the other the education options currently on offer.

The primary audience for this project is early to mid-career funeral directors and arrangers. The primary competition is low-cost or free online training programs. We committed to the development of a self-paced educational program, providing licensed funeral directors with CE which leads to a cremation specialist credential at an accessible price.

CANA members are the leaders in cremation innovation so that is where we started. We identified subject matter experts from across the association to develop and deliver specific courses targeted to each of the seven competencies:

The Cremation Choice – works to explain the cremation consumer by using research to break down biases about what motivates them and what they want.

Communication Skills Fundamentals – created to get at the many ways we communicate, verbally and silently, to clients.

Cremation Phone Shoppers: Your Best First Impression – focuses on making the connection with the caller and showcasing the value you offer.

The Power of Presence: An Introduction – developed with the blessing and support of Glenda Stansbury and Doug Manning, experts in the topic.

Ethics in Funeral Service – moving beyond compliance with regulations, this class addresses ethical codes of conduct for the business and the individual

Complying with the FTC Funeral Rule – uses cremation–focused scenarios to teach how to follow The Rule in different situations

Presentation without Preservation – in what many would consider a foreign concept to CANA this class examines minimally-invasive body preparation techniques for the customer who wants a viewing but doesn’t want embalming.

Each class is highly interactive with exercises, video clips and case studies.
Looking for recorded webinars? Look elsewhere. These classes will capture your attention, present you with interactive scenarios and are always cremation-first.

This preparation work revealed the core issue: most funeral directors have learned over time—or are actually taught—the cremation myths and biases that have influenced business models and created a disconnect between consumers and funeral professionals. These biases are evident, even among funeral professionals working in cremation businesses.

The CCS content challenges participants to confront biases and learn new strategies to connect with grieving families. Participants reported that communication tips and exercises to cultivate empathy and other communication skills resulted in greater satisfaction and success.
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In Fall 2021, CANA offered the first test cohort and graduated eight CANA-Certified Cremation Specialists. During this test offering we learned a number of lessons, including:

​The Second Cohort launches March 7 and you are invited to participate. If you work for a CANA member or are the owner/manager of a CANA member and wish to register employees find out more here.
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It took five years to identify the competencies, build the courses and plan the launch, but here we are introducing the CANA-Certified Cremation Specialist! Join their ranks and raise your hand with confidence the next time you are asked if you are a cremation specialist.

Story is also a valuable way to process the effects of change. During my ten years with CANA, I have experienced the remarkable pace of change in attitudes toward cremation. In the broader profession, cremation was considered a threat to profitability. I heard extreme statements such as, “We burn our trash, not people.” I heard denials such as, “My funeral home doesn’t do direct cremation. That’s for the guy down the street.” It seemed that no one really liked cremation, but it was a necessity.

CANA’s cremation story has been remarkably consistent: Cremation is preparation for memorialization. Cremation can be profitable to a business and accessible to consumers. Every grieving family deserves a funeral director’s attention and expertise.

Today, a new issue too many CANA Members share is a dwindling pipeline of qualified and quality funeral professionals coming in to do this essential work. Whether they are retiring for a new experience or burning out of a challenging job made harder by a pandemic, the workforce feels like it’s shrinking.
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Fortunately, story can be useful here, too. When I read books about places I have never been, I can imagine myself in the story. Can we create stories about these problems to arrive at solutions and envision different outcomes? Below you’ll find some stories I have heard recently from CANA members during my travels. I challenge you to consider how you would react in each situation, and what solutions you can provide.

Kerry has been working at Baggum & Taggem Funeral Home for 9 years, starting just out of mortuary school as an apprentice. She likes her coworkers, gets along with her boss, and has earned the experience that comes with being a licensed funeral director in the same company and the same town for almost a decade. Martin was just hired on as a new funeral director, filling an opening when Jared left.

Martin graduated the same year as Kerry, but this is his third funeral home because he’s changed employers every few years. He’s catching on, and Kerry doesn’t mind training him, but he brings so many different perspectives to the work they do. She’s beginning to wonder if she’s missed something by staying in one place. But, then again, even if she has, how can she be sure that she’d like a new place as much as she likes where she is now?
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If you were Kerry, would you stay put or start applying?
If you were Kerry’s boss, what would you do – try to keep a loyal employee or support her finding new opportunities? How?

Emily is 35 and left a boring office job to follow her passion and become a funeral director. Ever since her father died when she was 14, Emily has been fascinated with funeral directing, but first she followed the career path her father wanted her to follow. She went to college and  found a steady job with benefits in a well-known corporation.

Now, she has student loan debt from two degrees and is happier than she could imagine as a new licensee. Her apprenticeship was hard work, but she had a great mentor and earned great experience in the prep room and the arrangement room while learning the inner workings of her funeral home.

Emily considers herself to be a hard worker and is willing to put in the hours necessary, but also wants to maintain her hobbies and friendships. That was hard during her apprenticeship, but she is wondering if it will even be possible as a full-time funeral director.
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What does Emily do next? Would you hire her?
How should she navigate her new career? If you were her mentor, how would you advise the next 5-10 years of her career?

Robert sipped his first cup of coffee of the day and scrolled through his LinkedIn feed. No death calls had come in during the night so he slept a solid six hours and was feeling great. A few moments later, he saw a notification from his mortuary school buddy, John:

“John is starting a new position as Retired”

Shaking his head at the peculiar LinkedIn grammar, he contemplated what this meant. Robert hadn’t seen John since last year’s convention when everything seemed fine. They had talked about their kids and grandkids, HR headaches, whether or not to put in a crematory despite all the zoning hassles. Normal stuff. John hadn’t said anything about retiring. Did he sell the business? Is he healthy? What will he do now?

Robert sent John a text: “Congrats, I think?” and continued getting ready for the day. Soon, he heard his phone ping in response:
“Congratulations, definitely. Call me.”
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What’s next for John? It’s natural to celebrate a friend’s new job or business milestone while comparing yourself to them. Should John retire and/or sell?
Will Robert’s story have a happy ending?

Lori has the potential to be a fantastic funeral home manager. She has a natural charisma to build trust with consumers and coworkers, and she also keeps her eye on the details of the business. However, Lori also has a silver post in her left eyebrow and a blue streak in her dark hair. Mark doesn’t have any of those things – the charisma, eye for detail, or the piercing and dye job. He does have over 15 years of experience and knows the business inside and out.
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For the third time this month, Lori is staring at an empty shelf. It’s where the Bernard keepsake was supposed to be, but it’s not there. Mrs. Bernard is coming in today – she’d confirmed with her on the phone just yesterday. Before she even knows why it’s empty, she’s already blaming Mark and gearing up to talk to their manager about his inability to follow the process. The paperwork doesn’t show that the family picked the necklace up, but Mark didn’t note it down the last few times either.
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Lori is glaring at him through the arrangement room’s glass door. It must be the third time this month, and Mark cannot imagine why she’s giving him a hard time when he’s with a grieving family. He greeted Mrs. Bernard when she came to pick up the keepsake necklace and confirmed that all was well when Lori was on lunch earlier. Now, after farewelling Mrs. Bernard, he’s delayed his own break to assist this family who arrived more than an hour ago. He cannot deal with Lori’s attitude and this overdose arrangement on an empty stomach for much longer.
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How many assumptions can you identify in this story? How would you manage the conflicts?
What if you were Lori? What if you were Mark?

If you have read this far, you know there are infinite possibilities for the Kerry, Martin, Emily, Robert, John, Lori, and Mark in each of these stories. Your reaction to each of them may be a rich source of self-reflection and growth.

The funeral profession values stories. Obituaries and eulogies are stories, whether delivered in person or on social media. Funerals, memorial services and celebrations of life are places to gather and share memories and, yes, stories.

Your business has a story. Perhaps it started out with your great-grandfather building cabinets and coffins and has grown and evolved to his great-granddaughter running twelve locations and an online cremation business. Perhaps it began with you entering mortuary school, working hard in various funeral homes and now contemplating buying your own.
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Perhaps I haven’t heard your story yet, so I can’t relay it here. But your story matters. Your story helps you organize facts and make sense of life and death. Your story is changing and reacting to new challenges and opportunities. Sharing your story helps you make sense of it, and helps others grow from your experience. Seeing yourself in someone else’s story not only improves your emotional intelligence, but it means you’re that much better prepared to meet a similar challenge in the future.

There are so many compelling reasons to master the art of story and use it as the basis of all your communication. It can help you and your company attract and retain talent. It can help you and your staff to cope with change.
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Remember, your story matters to all of the many audiences who may hear it. Be sure to construct it carefully, test it and refine it, and shout it from the rooftops once it’s ready.