Who, in their right mind, would make the choice to be on call 24 hours a day, sometimes for days on end? Who would agree to leave their families at any hour of the day or night – or during holiday meals, or in the middle of a baseball or soccer game – to go and assist people that they’ve never met who are often in the middle of a crisis?

Ours is definitely not a career that would top most individuals’ lists of ideal jobs. We live the life described above every day and many of us never question why.

I believe this career chooses us. We are caregivers, essentially, and that is ingrained in a person. Being a caregiver is not something that can be taught. We are all in the funeral profession, but many of us can’t articulate a “why.” There is no why. It’s simply because it’s where we know we are supposed to be. It’s in our minds, and, more importantly, it’s in our hearts. I use the word lifepath for this phenomenon. Some may use the word calling. I agree with both descriptives, and both reflect that this is not typically a career that is chosen.

Too often, the public perception of a funeral professional is as someone who “gets used to death” or isn’t bothered by it. Little do they know how far from the truth that is. I often reply to those mistaken perceptions by saying that “the moment that this doesn’t bother me is the moment that I need to turn around and walk out that door because I would not be able to serve you as I should.” If death doesn’t affect me any longer, then I am no longer a benefit to the families I aim to serve. My emotion is what allows me the compassion to serve people as I do. Do I have to hide my emotions on a regular basis? Yes. But that doesn’t mean I’m not affected.

This industry is not for the faint of heart. You need the compassion to deal with grieving families, but you also need to have self-confidence and leadership skills to be able to handle the menagerie of scenarios that are thrown your way. Over the years that I have been involved in the business, as we all know, family dynamics have changed drastically! These dynamics play a role in how we approach families, and it can be a game of tiptoe through the minefield. The arrangement conference can be a place where issues that have accrued over many years come to a head, all in front of a funeral director who doesn’t necessarily need or want to know all the family secrets. However, we are forced to play referee in the boxing ring.

On top of all that, we then address the financial side of a funeral. Money is never an easy topic to discuss. It’s even harder when a family does not have the financial means to have the funeral they want for their loved one, and we are the ones that have to tell them that.

Following the arrangement conference, a funeral director has to confirm clergy/celebrant; contact the cemetery; write obituaries, have them approved by family, submit them to the newspapers and proofread for accuracy; file the death certificate and burial permit; go to the health department to pick up the certified death certificates; order merchandise; print memorial items (i.e., register book, memorial cards, thank you cards); remove, dress, casket, and cosmetize the deceased; set up the chapel; schedule staff for viewings and/or services; clean the facility; clean the vehicles; order flowers and arrange for catering; and “other duties as assigned.” All in about 3 days! And, just for one family served! Our minds are going in all different directions trying to make sure that each family feels like they are the only family we are serving.
​
So many times, I have families say, “I didn’t know you did all this” or “I didn’t know you did that.” Yes, we do. We are here to make this as easy as we can for you.

It’s essential to remember that caregivers need someone to care for and listen to them. Not only do we navigate the emotion and reality that death brings to the families that we serve, but we also deal with the day-to-day struggles of the workplace, life outside the office, family, our own personal struggles and emotions. Work-life balance takes on new meaning as we try to not let the personal interfere with the lifepath that has chosen us in the death care industry.

If someone knows that they aren’t the only one dealing with a situation, could a sense of solidarity give them the strength and vision to continue to follow their calling? It's not just you. Many of us have been there. I have been there. Knowing that our industry runs high for mental health injuries, it’s important to bring options to those who are questioning if they should stay or go. When employers focus on the mental health of their employees, it leads to increased productivity, improved job satisfaction, higher retention rates and less burnout.
​
We need to place our own mental health at the forefront so that we can serve the families that request our services to the best of our ability and give them the best that each one deserves.

The only people that can truly understand what we funeral professionals do and deal with on a daily basis, are others in the industry. This is why Funeral Professionals Peer Support is such a wonderful and welcome addition to our world. It’s for peers, by peers. We are there to educate, to guide, to provide feedback and sometimes just to listen. It’s a safe place for funeral professionals to come if they need someone who understands.

The benefits of peer support have been recognized for years. Some of the benefits that have been found in many settings, such as workplace, addiction counseling and educational have been:

I am looking forward to meeting some new people at the CANA Convention and I am very excited to continue to spread the word about the benefits of Funeral Professionals Peer Support!!

We all go into business with aspirations for success—but organizing and addressing the details to make success a reality can be daunting. How do we continuously improve our client family experience? Are there internal operating procedures that inhibit service delivery? Is employee morale positive? How do we clearly differentiate ourselves from our competition? Is our pricing consumer friendly? Are we as profitable as we could be? Are we moving the company forward?

Whether you’re looking to improve customer service, the workplace, the marketplace, or financial management, you want to start with a strategic plan to accomplish your goals.

Strategic planning, in its simplest terms, is determining where your business needs to go and how you are going to get there. The process involves owners and senior management assessing current performance, analyzing the market, setting goals, defining actions, identifying resources, and reviewing the level of accomplishment once the plan has been enacted. Simply put, to be successful with your plan, you must first define what is important, then create the measurements for success, then manage it to success!

Our consultants are seasoned professional experts who have led numerous clients through strategic planning sessions, all to an impactful resolution. Based on that store of experience, here are eleven key points that will ensure your company’s Interactive Strategic Planning Session is a success:

1. SET THE OBJECTIVE
Setting the Objective is the same as defining a North Star – the end to which all key company initiatives should lead. In other words, begin with the end in mind. Bring together the owners and key leaders of your company and motivate the group to envision the full potential of the funeral business! Together during this session, you will create compelling business objectives along with specific tactical actions and resources needed to achieve them.

2. TAKE IT OFFSITE!
Meet offsite somewhere where there are no distractions. Make it a day-long meeting with breakfast and lunch. Only in this environment will you be able to effectively address the most critical issues confronting the company.

3. WHERE TO BEGIN?
Begin the session with a review of the company’s current year successes and failures.

4. SWOT YOURSELF!
Assess the company’s internal strengths and weaknesses. After that, focus on recognizing both the external opportunities that exist as well as what external threats are looming. (Strengths, Weaknesses, Opportunities, and Threats… SWOT)

5. DEFINING WHAT’S NEXT
Now it’s time for the leadership team to articulate the business objectives or goals needed to reach optimum performance based on the prior observations. These goals are to be crystal clear, indisputable and should be the core priorities of the leadership team.

6. ACTION!
With objectives and goals created, it’s time to put strategies and actions together that are needed to achieve the goals.

7. WHOSE JOB IS IT?
You’ve created the actions needed, now who’s going to do it!? Now is the time for the appropriate leadership team member to be responsible for the action.

8. WHEN DOES IT NEED TO BE COMPLETED?
It is said that a goal without a due date is just a dream. This is a VERY important phase of the process. It is time to decide upon a timeline for completion by each responsible team member. During this segment, additional resources – such as increased marketing, more training, or employee development – needed to successfully execute the strategies and actions are identified.

9. MEASURE IT!
If your goals of the company are to grow and be more profitable, you must be sure that every action you identify and every timetable you set is put in place to accomplish one or both of those goals. Better yet, you need to identify just what the expected return or outcome of achieving each goal is. Once that is accomplished, you can now quantify actions, and performance metrics can be established.

10. GET OUT OF MY WAY!
Before you are finished, it is wise to discuss any potential barriers to achieving the goals in the strategic plan. Discuss these potential roadblocks and discuss whether contingency plans should be made.
​
11. THE RESULT?
You are now ready to draft and prepare your written Strategic Plan. The plan consists of the current business assessment, the new business objectives and goals, the Tactical Action Plan (the steps needed to complete a key company initiative, including timelines, selection of responsible parties, and the identification of any resources needed to complete the steps) and the Key Performance Metrics to be achieved (Key Performance Metrics are the same as Key Performance Initiatives. These are the ways businesses can define and measure the success of a key company initiative sometimes referred to as KPI – Key Performance Initiatives). By doing this, you will see an interesting outcome… The leadership team immediately begins implementation of the strategic plan!

The key points above will help put your strategic plan in place, but the role of regular accountability is just as important. You should now meet every 30 days (no more than 60) to measure the progress and timelines and adjust when necessary. During this time, progress is measured with the Key Performance Metrics report. If done effectively, leadership team members are held accountable for accomplishing tasks within the established timelines assigned to them in the Tactical Action Plan and any additional actions needed are taken to ensure targeted objectives are achieved and the Strategic Plan is successfully implemented.

To conclude, I can guarantee that successful Strategic Planning will change the direction, performance, and your funeral business value. Remember that those companies that plan, no matter how large or small the business is, will do better than those that do not! That being said, it is only logical that you should develop a strategic plan, yet so many businesses do not.
​
My father calls this logic the Scarlett O’Hara Syndrome. That is, “I’ll worry about that tomorrow.” In case you needed to know, tomorrow is here as the service and financial landscapes of our profession continue to change. Get your strategic plan created, your future depends on it!