The Efficient Director: How to Boost Productivity and Reclaim Your Time

8/13/2025

As a funeral professional, your day is a constant balancing act. Beyond the profound work of guiding families through grief, you’re also an event planner, a logistics coordinator, and all too often, the one chasing down a doctor for a signature at 9 p.m. This immense workload is being compounded by what is arguably our biggest challenge: staffing shortages. Every hour spent on administrative friction is an hour you can't spend mentoring staff, engaging with your community, or providing the unrushed, high-touch service that defines your reputation.

Technology will never replace the guidance of a director. However, when implemented correctly, these tools can drastically improve your team's efficiency. They’re designed not to replace us, but to amplify us, acting as a silent partner that handles transactional work so you can focus on the transformational. This process begins not inside your prep room but on your digital front door—your website.

Auditing Your Digital First Impression

Before a family calls you, they’ve likely visited your website, looked for service options, read your recent reviews, and tried to understand your philosophy of care. With nearly 75% of families wanting to complete arrangements online, a passive 'contact us' form is no longer enough. The first step in building an efficiency engine is to automate your external processes, turning your website into an active, helpful resource that saves your team time.

Here are five ways to start:

Record a 90-second welcome video. This video acts as a 24/7 virtual introduction. It builds trust before the first conversation, making that first call more productive and focused on the family's specific needs. You can hire local videographers to film this for you, but the truth is—even a cell phone video that authentically shows your motivation will do the job.
Make Pricing Accessible and Clear. Industry surveys show consumers expect to see prices online. While you can post your GPL, consider a guided pricing tool that presents service packages clearly and explains them in your own words. This meets the modern family's need for transparency and helps them feel respected and informed from the very first click.
Test Your Online Planning Tools. Go through your online arrangement process from the perspective of a grieving family member at 2 a.m. Is it an intuitive, guided experience, or just a simple data-entry form? A confusing process creates friction instead of solving a problem. A streamlined, intuitive platform allows families to provide complete and accurate information on their own schedule, reducing your team's data entry time and the back-and-forth corrections.
Showcase Your Online Reviews. Families increasingly rely on Google Reviews and other testimonials to make decisions. Actively encourage satisfied families to leave a review (and automate this) so they’re displayed on your Google Business Profile and website.
Ensure Your Site is Mobile-Friendly. A majority of families will first visit your website on a phone or tablet. Verify that your site is easy to read, navigate, and use on a small screen. Is there a clear call-to-action? Is your phone number displayed and will tapping it call you? If there isn’t, you risk losing that family's trust before you've even spoken to them.

Implementing an Efficiency Engine

Once a family has placed their trust in you, the administrative race begins. A modern case management platform is the single most effective tool for reducing this burden. And behind the scenes, process is what’s really driving the efficiencies. When evaluating new systems or your current workflow, the goal is to create processes to make your employees' lives easier and the family's experience better.

Here are five actionable strategies:

Standardize Workflow with Digital Checklists. Before any software can help, you need a consistent process. Work with your team and create a digital checklist for every new case. The best systems automatically generate these task lists, assign them to staff with deadlines, and ensure no detail is ever forgotten.
Use AI to Digitize Handwritten Notes and Forms. Many arrangements start with pen and paper, and AI can bridge the analog-to-digital gap. Modern tools use OCR to "read" handwritten documents from photos. Take a photo of a handwritten form, and AI will automatically extract the vital statistics and populate the digital case file. This turns a 20-minute task into a 2-minute verification process, saving hours of time each month.
Commit to a "Single-Point Data Entry" Policy. Once information is in your system—it should never need to be typed again. A good system ensures that data from the case file automatically populates the death certificate worksheet, the obituary draft, the invoice, and all other necessary documents. If your team is typing the same name more than once, your process is costing you valuable time.
Automate Proactive Family Communications. Map out all the questions your team answers most often for families after the arrangement. Then, use your system to send simple, automated notifications at those key moments. Emails like your “What to expect at the arrangement meeting” to "We have received the signed death certificate," provide immense peace of mind. This builds trust while saving your staff from dozens of back-and-forth communication.
Create a "Digital Hub" for Families. Eliminate the back-and-forth emails and text threads. Establish a secure online portal where a family can collectively review documents, approve the final obituary draft, and provide necessary electronic signatures. This gives the family one place to find everything, streamlining coordination for everyone involved.

A quick note on implementation: The best technology in the world will fail without your team's support. When introducing new processes, focus on communicating the 'why'—explain that the goal isn't to add more work, but to eliminate mundane tasks so they can focus on interactions with families. Frame it as a tool to help them and solicit their ideas to improve their own work, and they will become champions of the change.

Reinvesting Your Most Valuable Asset

Before spending your reclaimed time, it's important to measure your success. Start tracking metrics like the average administrative time spent per case. Seeing these numbers decrease not only proves the ROI of your efforts but also helps build momentum for future improvements.

The true return on investment from this strategy is measured in reclaimed hours. This isn’t about finishing work early; it's about what you can now accomplish for your business and your community. Every hour saved from paperwork is an hour you can reinvest in sitting with a family, listening without watching the clock. It's an hour you can dedicate to training a new apprentice, ensuring the quality of your care for the next generation. It's the freedom to finally develop the aftercare or preneed program you’ve been thinking about for years. It’s the option to go home early and spend time with your loved ones.

The funeral home of the future isn't one defined by its technology, but by the depth of its humanity. That’s actually what technology helps unlock. By embracing these tools, directors are not just becoming more efficient; they are actively preserving the compassionate legacy of the profession for the next generation. The choice isn't between technology and tradition, but in using technology to protect what is most traditional: unrushed, personal, and profoundly human care.

This post is inspired by Zack Moy's presentation at CANA's 107th Annual Innovation Convention titled The Efficient Funeral Home: A Data-Driven Look at Technology Implementation. Save the date for the 108th Convention in Minneapolis on August 12-14, 2026!

Saving time with technology means you can invest in what matters most: your service. Looking for a leg up? Consider becoming a CANA Certified Cremation Specialist that trains on the power skills that builds connection with families from first call through permanent placement. Registration opens in Spring 2026!

Zack Moy is the co-founder & CTO of Afterword, the technology platform that’s simplified funeral planning for tens of thousands of families. A serial entrepreneur with 15 years of leadership in enterprise software, his work has been featured in Fortune, TechCrunch, and Bloomberg. After working at Google, he founded an AI company acquired by Workday. Zack’s insights on funeral technology and regulation were shared in Fortune and with the FTC. He is a frequent speaker at major industry events, including ICCFA, CANA, and NFDA, shaping the future of funeral service. He’s the executive sponsor of the Funeral Data Alliance.

Fatal Assumptions that are Killing the Customer Experience

7/23/2025

Last evening I had dinner with a good friend. We proceeded through our typical topics of family and travels after which she conveyed her disastrous treatment by store personnel after her purse was taken from her cart. Completing her saga of the poor customer interactions she suffered, she added, “Foxy (solely ideated from my last name), I immediately thought of you. You've dedicated your career to improving customer experiences. Why are they still so terrible?”

Splendid question, and one I continually ask myself.

At first glance, it appears that we have failed. All the noise: books, seminars, training exercises and cheerleading about the customer experience have not produced significantly better customer experiences on a consistent basis. However, an important evolution of thought has taken place over the last couple of decades. We’ve transitioned from focusing on front line personnel as the provider of customer experiences to understanding that the entirety of the organization provides customer experiences. AND, most importantly, we’ve come to understand that company culture is the milieu from which all customer experiences spring.

Hope is Not a Strategy but a Perfect Mindset to Begin

Despite or perhaps because of stories of insolent cashiers, phone calls not being returned, car repair hell, endless waits in a physician’s office, frustrating phone systems without human access, indifference, there is a huge opportunity. McKinsey & Company states that declining customer satisfaction rates across a range of companies suggest that many companies have lost their focus on the customer. There are certainly exceptions to these bright spots. You can name a few. However, many other organizations are still operating under potentially fatal assumptions.

Potentially Fatal Assumptions

Assumption #1—Our Service is Good

Just a dollar, that is all I want for every time I’ve been told by an organization that they are “known for great service.” When asked to defend that statement, anecdotal evidence prevails. A random call from a customer, a five star google review or the fact that they have received few or no complaints, are the answers given most often. Many companies assume that if there are just a few or no complaints their service is at an acceptable level. After all, why would an organization put resources into improving service if they believe it’s fine?

Assumption #2—Service Matters but not That Much

Another reason companies choose not to allocate resources to improve the customer experience is a failure to understand that experience quality actually impacts the bottom line. Multiple surveys of CEOs present data where the CEOs state that the customer experience is a top priority, yet, few put actual resources, either human or financial, into improving it.

There is a tendency to sense that service matters but to believe that it does not matter that much, at least not enough to impact real growth and profitability.

Let’s be candid. Resource allocation, that part where expenditures are made to improve the customer experience, is a harder dollar to spend than expanding marketing efforts or upgrading your physical environment, or your website.

Without a commitment of resources, a service initiative is merely “lip service,” like saying your health is a priority, while puffing on a cigarette.

Let’s get to the Heart of the Matter

Imagine you wake up in a different country, especially one that differs from North American culture, you are likely to notice indicators of the local culture right away. Language, dress, road rules, values, menu items, behavior, and definitions of crime all vary across cultures. In Singapore, for instance, selling or importing chewing gum is banned to maintain public cleanliness. Cultures reveal themselves clearly.

In parallel, when an organization intentionally embeds values, speaks a language of customer focus, has engaged employees, creates policies and processes with the customer in mind, generates performance standards at each and every touchpoint, AND hires to standards with the customer in mind, the customer will notice a positive difference. They will ‘feel served.’ Yes, I used that term intentionally. There is a difference between ‘getting served,’ and ‘feeling served.’ People remember how we make them ‘feel.’ When a customer ‘feels served,’ they are more likely to recommend you, buy more, casually talk about you. They’ve become loyal, and loyalty is a matter of the heart.

The most significant concern any organization can have today, is whether their customers “feel served.” In the behavior sequence, feelings precede action. Said another way: How people behave is critically affected by how they feel. Customer retention depends on this fact. Customer acquisition, through promoters and referrals is an outcome.

Getting Started

Each employee inside an organization owns a part of whether the customer feels served. The customer will only feel served however when all the impressions from all the touchpoints scream loudly with one voice.

If you are wondering how to begin to create the culture described here, start with a few questions and get your entire staff involved. Good starter questions are:

What systems, processes and policies need to be in place for our customers to feel served? Which ones need to be changed?
How would you rate the customer experience we provide on a scale of 1-10? What can we improve upon?
How would you rate the internal customer experience on a scale of 1-10? What can we improve?
What tools and resources do you need to do your job better?
What does the leadership do well? What can leaders improve upon?
When our customers feel served, what have they experienced?
What touchpoints is each staff member responsible for and how can they be improved?

Please note that a culture which automatically cultivates loyal customers does not happen overnight, without struggle and without a strategy. It is only possible when leaders are on board, committed to change and relentless in their drive to bring their aspiration to reality. The leader’s heart is really the heart of the matter.

Are you creating or killing customer loyalty? Joan Fox takes the stage at CANA's 107th Annual Cremation Innovation Convention to present what it really takes to succeed with customers and grow your business.

There's still time to register! Join Joan and CANA in Phoenix on August 6-8, 2025, register here. Teams of 2 and more save $200!

The author, Joan Fox, has provided speaking, training and consulting solutions for some of the world’s best organizations for more than 30 years. She has noted expertise in improving the customer experience, organizational culture and leadership teams. Joan is the author of the critically acclaimed book, The Chronicles of Sir Vival: Customer Service Under Siege, endorsed by Ken Blanchard. Her clients include AT&T, IBM, Xerox, Novartis, Johnson & Johnson, Wells Fargo, Safran Landing Systems, Johns Hopkins, Mitsui Sumitomo and numerous others.

Successful Succession Planning

7/9/2025

When discussing succession planning, I always like to start by asking: How many of you are actively engaged in succession planning? If the answer is anything less than “everyone,” it’s a missed opportunity. Succession planning isn’t just for business owners; it’s critical for managers, employees, and everyone in between. It’s about fostering redundancy, nurturing talent, and preparing both individuals and organizations for a seamless future. Done effectively, succession planning allows you to focus on the most critical tasks as an owner, manager, or employee.

Starting with the End in Mind

A successful succession plan begins with a clear vision of the future. Ask yourself:

What’s your path forward?
As an owner, when do you envision retiring? Will you step back partially or fully? Will you remain involved in the business in any capacity?
What’s the future health of your business? What does it look like one year, five years, or ten years from now?

Assessing Your Business as a Living Entity

Think of your business as a significant relationship. Is the future bright, or are there issues brewing? Here are some key questions to consider:

Are you the sole keeper of your business’s critical knowledge and processes?
Are family dynamics, such as involvement of children, creating complexities?
Do key employees play a central role in your succession plan?
Are you reinvesting in your business, or are you depleting its resources?

The answers to these questions can significantly shape your succession plan. Ultimately, your goal is to build equity in your business and ensure its longevity, even if you step away. To assess your progress, consider having a business valuation done along with a business assessment to assist in crafting annual strategic plans. These tools can help you determine whether your business can thrive without you.

Four Pillars of Business Success

When evaluating businesses, I focus on four key areas:

Customer Service
- Measuring satisfaction through meaningful surveys.
- Fostering a culture of customer experience (CX) by implementing training. programs. A recommended resource is The Customer Service Revolution by John DiJulius.
Workplace Culture
- Utilizing effective onboarding and employee development tools to strengthen your organizational culture which will enhance productivity and employee satisfaction.
- Holding regular meetings, including daily huddles, to boost morale and align goals.
- Conducting employee satisfaction surveys.
Marketplace Position
- Having an effective pre-need and aftercare follow-up program.
- Hosting lunch-and-learns and other events.
- Engaging with key influencers to amplify your business’s story.
Financial Health
- Maintaining robust accounting and budgeting practices to ensure financial stability.
- Ensuring the correct balance sheet metrics of cash, receivables, and debt load.

Maximizing Business Value

A well-planned succession strategy aligns with periods of high opportunity and low risk, translating to high value. Businesses with strong life expectancy typically attract the best offers during a transfer. Here are two critical metrics that highlight the importance of effective succession planning:

Case Count Trends
Consider three funeral homes, each with a 500-call volume:

One sees an upward trend.
Another is stable.
The third is experiencing a decline.

Even with identical call volumes, their values differ significantly based on the trend direction. Positive trends generally enhance value, while declines diminish it. The mere notion of trending indicates that you need to start now to impact the future positively as it takes time!

Average Sale
Rising cremation rates and low-cost competitors can impact average sale prices, affecting a business’s overall value. For example, a $100 decrease in average sale at a 500-call firm can equate to a value loss of $300,000 or more. Conversely, increasing average sales can yield substantial gains.

Analyzing performance within your team can reveal disparities in how individual employees contribute to or detract from the business value through their own individual average sale. Aligning compensation with these contributions is essential. (i.e. Incentive Compensation Plans).

The Challenge

In conclusion, ignorance may feel blissful, but it’s far from strategic. Knowing your business’s value today, yesterday, and tomorrow is crucial. By proactively creating a vision and tenaciously pursuing it, you can dictate your success. Succession planning isn’t just about transferring ownership; it’s about ensuring that your business thrives long after you’ve stepped away.

For additional guidance or questions, reach out to Johnson Consulting.

A funeral home is more than a business—it’s a legacy. But what happens when it’s time to pass the torch? This August 6-8, at CANA's 107th Annual Cremation Innovation Convention, Jake Johnson leads a motivating session. Exit with Success: Succession Planning and Your Business is designed to help funeral professionals take charge of their future, their value, and their exit strategy.

Success isn’t just about luck; it’s about preparation and perseverance. By working hard, you can create your own “luck” and ensure a thriving future for your business. Join Jake Johnson at CANA’s 107th Annual Convention this August 6-8, 2025. Special rates are available for teams to learn, grow, and implement strategies together. Plus, the schedule is redesigned to ensure you can explore the Valley of the Sun in the cool mornings and evenings and fully savor the networking and learning in the air-conditioned Convention hall during the heat of the day. Visit cremationassociation.org/CANA25 to learn more and register today!

President & CEO at Johnson Consulting, Jake Johnson began his career at Keystone Group Holdings (now Dignity Memorial Network) as Associate Director, Corporate Development. This job included financial analysis, bank and equity partner presentations, along with accounting and system setup with acquired funeral homes. Jake then went on to work at Palm Mortuaries and Cemeteries in Las Vegas, NV, which at the time handled 6,500 funeral home families and over 2,200 cemetery cases out of 6 locations. Here Jake conducted funeral directing, funeral arranging, funeral home management, cemetery operations management, and sat on the executive board. Jake’s ability to problem solve business issues contributes to his success in currently owning a funeral home and cremation center in Sun City, AZ, along with a small-town funeral home in Batesville, IN.

Cremation Trends and Staff Retention: A CANA-Inspired Approach (Part 1)

6/18/2025

Do you feel like cremation came out of nowhere? Meaning: has consumers’ preference for cremation has taken you by surprise? Or that the cremation rate in your business has grown unexpectedly?

The truth is that, in the US, cremation has ranged between 1 to 2% growth each year over the past 50 years. In Canada, after a period of accelerated growth, cremation rates are slowing to below 1% ̶ which may be the US pattern in a decade.

And yet we hear that cremation came out of nowhere: not just from members, but also reporters. They are looking for causes of cremation growth like economic recessions or the pandemic – big disruptors to the status quo. But when you look at the entire timeline of cremation, you see that it took nearly a century for the national rate to hit 5% and then less than 50 years to exceed 50%.

However, just because CANA research shows that the growth rate is constant, the population is not. During the first 100 years of cremation’s history, from 1876 to 1976, there were 3 million cremations total. During the last 50 years, since 1977, there were 33 million cremations in the United States as of 2024. Within many of our lifetimes and careers that population growth means that cremation has increased quickly and, yes, almost seemed to come out of nowhere.

Time for a Mindset Shift

This means that attitudes about cremation – consumers’ preference for it, profitability for your business and services to offer – need to be adjusted at this point in your career. Case in point: when CANA says cremation, we mean the legal form of disposition and not “direct cremation” and all of the biases that go along with that construct.

If you have ever said or heard someone say, “I don’t believe in cremation” or “I hate cremation,” then you have succumbed to the bias that has developed in our profession against cremation, reducing it to misguided preference, decreased profitability, and no service. We challenge you to consider your reaction.

Trend 1 – Reasons to Cremate

Over and over, CANA’s research confirms that cremation is the new tradition and personal preference for a majority of the US and Canada. In a 2022 consumer survey, price was the second reason cremation was chosen, but that’s as much about value and being a savvy spender.

For the consumer, the cremation experience is often more about focusing on the life lived than the body and related merchandise. Consumers’ opening question may be price to determine if you are the provider they can trust, or it may be the one differentiator they have to determine what makes one cremation provider different from another. But, as an experienced funeral professional, you know they have more questions beyond that one and a story to tell about their person and their memory. Do you give them a chance to do that?

CANA has been one of the few “cremation positive” voices in the profession, considering cremation to be preparation for memorialization and one of many forms of disposition. But too often funeral professionals’ assumptions about cremation often come through the questions asked, the ones that go unasked, and the language they use about cremation.

So, ask yourself this question: “When experiencing first contact with a consumer, what’s the first question I ask?” After offering condolences, do you get contact information, demographics of the deceased, or determine burial or cremation?

If you answered yes to any or all of the choices above, those choices do make good business sense. Their response tells you your next business action: refrigeration or embalming? Which veterans benefits or discounts may be applicable? With whom do I follow-up?

What if the first question assumed service? Assumed a celebration of life? That the family wants the body at the service? What if the last question you asked was about disposition?

What impression would that give families?

Change Your Assumptions

If funeral professionals are going to make assumptions, they should assume service. Assume that the person making cremation arrangements loved their person. Assume that their questions are more than about price, and that they’re willing to craft a personal experience. Assume that cremation is the new tradition in their family – and you have been selected to help them.

Trend 2 – Preference for Service

There are myths, biases, assumptions on both sides of the arrangement table. The best solution to overcome them is curiosity: ask questions and listen to the answers. Then, answer their questions with openness and honesty.

While preparing for focus group research in 2019, CANA made some wrong assumptions. We tasked the research company to gather two groups of focus group participants. We defined them as the

Direct Cremation Group – chose cremation and did nothing, and
Cremation with Service Group

The research company soon called us back to alert us to a problem: They had no difficulty finding families who had held a service, but they couldn’t find a single person who chose cremation then did nothing.

You see the mistake we made, right? We forgot to specify that they “did nothing with their provider.” So, even if you assume service, you can’t assume they’ll choose your firm – they’re doing it themselves.

By assuming that every cremation family will do something for their person, your job becomes persuading them to choose you.

Meeting a Family Where They Are

Too often, “Burial or Cremation?” becomes “Funeral vs. Cremation” on both sides of the arrangement table. Instead, research shows again and again that language matters. So, consider swapping it to “funeral or celebration of life,” expanding the timeframe from the traditional three days to all of the options that cremation offers, including the locations in your community that would host a gathering.

By now we have described the disconnect and challenged you to question your assumptions. Are you ready to meet cremation families where they are?

If you are training employees on demographic information or disposition before all else, are you implying that these are the most important pieces of the arrangement? If you are compensating employees on commission and merchandise sales, are they starting off the conversation about service to drive sales arrangements? How can you set an expectation that families can talk about their new traditions or be creative in their service planning?

Now that you have a better sense of consumer expectation, are you and your employees and colleagues equipped to meet them?

Check back for part 2 of this post where we focus on how you can rise to meet these trends with some of our own!

Want a hint about what's to come in part 2? CANA's Certified Cremation Specialist training targets power skills – communication, problem-solving, emotional intelligence, and adaptability – to raise the level of care, service, and compassion for every family. How? See for yourself!

Don't miss your chance to become a CANA-Certified Cremation Specialist in 2025! Registration closes July 1, but coursework is online and on-demand to earn your certification on your schedule.

Level Up Your Power Skills

Barbara Kemmis is Executive Director of the Cremation Association of North America where she promotes all things cremation through member programs, education and strategic partnerships. After more than 25 years of experience in association leadership, Barbara knows that bringing people together to advance common goals is not only fun, but the most effective strategy to get things done.

Brie Bingham joined the CANA staff in 2015 as Membership Coordinator with little experience in associations of funeral service. Now, she is a proud Certified Funeral Celebrant, CANA Certified Crematory Operator, and continues to grow her knowledge of the profession and her role in CANA. Brie coordinates CANA's blog, The Cremation Logs, manages member benefits, and that things keep working behind the scenes so CANA Members can stay focused on their business and their communities.

The CANA Convention Experience

6/4/2025

I had the honor of attending the 106th Cremation Innovation Annual Convention in Chicago, Illinois, thanks to the scholarship myself and four other deathcare professionals received from the Funeral Service Foundation. As a somewhat seasoned deathcare professional and educator, I value and continuously seek opportunities to expand my knowledge, skills, and offerings to the communities I serve. Attending last year’s convention, hosted by the Cremation Association of North America, empowered me to do just that.

Motivation and Education

Throughout the two days of the convention, there were several moving and empowering Continuing Education opportunities hosted by speakers who reignited the "fire in my belly." A few that immediately come to mind are Becoming a Leader of Influence (Robbie Page), Death Becomes Her – The Changing Demographics of Funeral Service Practitioners (Jolena Grande), Cybersecurity Awareness: Recognizing a Threat and Protecting Your Data (Lee Hovermale), and The Eternal Value of Cremation Memorialization/Avoiding Mistakes of the Past: Cremated Remains Belong in Cemeteries (Jason Engler). Each of these sessions provided attendees with the latest developments, trends, and best practices in our industry, highlighting innovative solutions and research that allow us to stay ahead of the curve.

Vendors and Product/Service Showcase

While exploring the exhibit floor, I had the honor of meeting numerous vendors who shared not only their respective products and services but also their hearts and stories. The boutique style of the convention allowed attendees to spend time chatting with and getting to know each vendor. During these interactions, vendors not only shared their knowledge about the companies they represented but also their personal stories of connection to their brands and their own experiences with death, grief, and end-of-life decision-making.

This was unique for me because, in many cases, the usual hustle and bustle of conventions does not allow for this type of connection. The conversational atmosphere removed the nagging sales pressure that often accompanies these kinds of interactions and events. I felt more organically connected to human beings rather than feeling like the next sales conquest.

Fun and Games

One of the most unique and engaging parts of the CANA 106th Cremation Innovation Convention was that it was all a game. Literally. The presentations, educational sessions, and vendor interactions were part of a game meticulously planned to encourage attendees to network, meet new people, and learn new things—all while earning points through the convention app. Ultimately, participants had the chance to win amazing prizes. While I did end up in the #1 spot with over 18,000 points, beating out some very worthy opponents, every attendee who participated walked away a winner.

Overall Experience

This convention exceeded my expectations in many positive ways, especially in its intimate nature. The CANA organizers and leadership have done an exceptional job at mastering the essence of "less is more." Many times, attending a conference or convention can be overwhelming due to the masses of people, adrenaline, enormous venues, and the pressure to "buy now" (especially for an introverted person like me). This was not the case at the 106th Cremation Innovation Convention. Instead, it felt like a group of colleagues, both old and new, coming together to celebrate our sacred work, letting our hair down over drinks, and learning about what’s happening in our beloved field. I will be back again.

Ready for your own CANA Convention Experience? Registration is open for CANA's 107th Annual Convention this August 6-8, 2025, in Phoenix! Find motivation with inspiring speakers, discover solutions on the exhibit floor, get the personal attention you deserve, and walk away a winner!

This year, we've updated the schedule to make the most of the resort experience, taking time to enjoy the cool desert mornings:

We’ve added a 9-hole scramble on The Estates Course at the Arizona Biltmore Golf Club with an 8am shotgun start.
Not a golfer? Take in the scenery with the Arizona Biltmore History Tour to explore the bold Frank Lloyd Wright-influenced architecture, get the scoop on historic celebrated guests, and view their meticulous restoration.
Or explore inward! Join a foundational yoga practice perfect for beginners as well as experienced yogis to create a healthy body and peaceful mind.
And take advantage of the resort pools open around the clock and lounge at your leisure!
Then attend a dinner to celebrate being together in our own desert oasis. Included with convention registration, join your fellow attendees and exhibitors for a relaxing dinner in the lovely Gold Room.

Ready to recharge in the desert? Register today!

Joél Simone Maldonado, aka The Grave Woman, is a licensed funeral director, embalmer, pre-planning specialist, award-winning deathcare educator, sacred grief practitioner, and proud founder of The Multicultural Death & Grief Care Academy. She specializes in educating professionals about the importance of cultural competency, inclusion, and diversity in end-of-life, death, and grief care.

Joél has worked in the deathcare industry since 2010 and has over 15 years of experience in the healthcare industry. She currently serves on the Board of Directors for Compassion & Choices, co-chairs the board’s Diversity, Equity, and Inclusion committee, and volunteers with the organization’s African American Leadership Council.

Her passion is educating through open and honest conversations about the multicultural nuances of death and grief care via her courses, podcast, YouTube channel, and social media platforms. Joél is dedicated to continuously enhancing her personal cultural intelligence, competency, and skills through participation in various post-collegiate entrepreneurship, development, and leadership programs, including earning her CQ certification through the Cultural Intelligence Center.

Maintaining a Beginner’s Mindset

5/21/2025

I may be new to the deathcare industry, but over the past 25+ years, working in multiple industries and leading teams across 10 functional areas, I’ve experienced tremendous success, learned some lessons from a few setbacks, and gained some valuable skills and experiences along the way. As I cross the 100-day mark in my journey as CEO of Foundation Partners Group, it’s a good time to reflect on all that that I’ve learned about the deathcare industry, the people and the road ahead.

I attribute much of my past success to what the Zen Buddhists call Shoshin, a Japanese term that translates as the “beginner’s mind,” based on the teachings of Shunryu Suzuki in his classic book, Zen Mind, Beginner’s Mind. It’s the idea that when you’re new to something and don’t know much about it, you adopt a unique mindset, free from preconceptions and expectations, and filled with curiosity. Experience is a wonderful thing. It often helps us do things at a higher level; but knowledge and understanding of how things work can prevent us from seeing clearly what’s possible. A beginner’s mind means having a healthy dose of intellectual humility and an open mind to receive new information.

I’ve spent the past three months traveling around the country visiting with our regional and support center teams, listening to customers, partners and former funeral business owners. I am extremely impressed with the sense of purpose, passion and professionalism of our funeral home teams, for whom service is a true calling. Getting out to listen and learn from those who’ve been successful in this profession also is helping me understand “why” we do the things we do at Foundation Partners. I’ve asked questions, listened to responses and posed follow-up questions to further understand and “turn” the prism a bit to get people to see things in a different way.

What I’ve learned is that our operations, business model and our industry are ripe for transformation. But organizations don’t change in a sustainable way until people do, so leadership matters. My leadership approach is to inspire people both individually and collectively as a team, to empower and unleash their greatness to achieve extraordinary results. Change is constant and expected in today’s world, and my role is to see around corners and guide our organization to new growth areas.

The past few months have been extremely rewarding, and I am resolved to maintain my “beginner’s mindset” as I apply all that I’ve learned and will continue to learn from the career funeral service professionals around me. Here are five takeaways from these first 100 days:

1. Put your people first

We’re in a service business and you can’t be successful if your team members are not excited, energized and leaning into their work. Set the tone by defining and communicating your organization’s mission and values and demonstrate them in your actions every day. Empower your team members by investing in training, better systems and tools to deliver a better experience—for them and for the families you serve. For example, at Foundation Partners, we’re transitioning to a new, more user-friendly online learning portal, which will offer leadership and position training courses for career growth, providing team members with more resources to succeed. If yours is a smaller firm, take advantage of the great online and in-person training available through CANA and other professional organizations.

2. Listen and ask questions

Communication is a two-way street. Keep the lines of communication open at all levels of your organization. The best ideas come from the people on the front lines. I’ve asked team members at across our organization, “If we do this, how will it impact your world?” I may not be able to implement all their suggestions but giving them space to express their points of view will help win their buy-in to our final course of action.

3. Solicit team feedback and act on it

We’ve launched programs to listen to and act on team feedback—because it’s impossible to build a customer-centric winning culture if your team doesn’t buy in. Our commitment to engagement is rooted in our efforts to maximize discretionary effort, which starts with honest everyday conversations – leaders being both visible and accessible to have conversations with the team. In addition, we have an annual team member survey that gives our team members a voice and offers valuable insights that help guide our leaders to address wins, opportunities and concerns our team may express.

4. Measure everything you do by asking one simple question:

How will it improve the customer experience?

Whether it’s exploring all a family’s options in a preneed conference or walking a family through difficult at-need decisions, we need to listen to what families want, understand what’s possible with our varied service and product offerings, and tailor a personalized experience that exceeds their expectations.

5. Use language to help create the culture you want

Words matter. Do you have employees or team members? The term “employee” is very contractual. Employees fulfill their individual duties and responsibilities and receive salaries and benefits in return. Team members, on the other hand, are driven by a common sense of purpose, interdependency and a sense of community beyond one’s individual role.

In the end, to sustain lasting change, it’s all about mindsets, skillsets and toolsets. Changing mindsets, which requires clarity around the “why,” is the first step on the transformation journey. Then it’s about developing new skillsets and providing the right toolsets to enable people to embrace change and be energized about what’s possible. People tend to be afraid of change, but once they understand the “why”, and how it impacts them they are open to it. When you listen and take action, you can foster a culture in which every team member feels valued, inspired and engaged to serve families in new and meaningful ways.

John D. Smith was named CEO of Foundation Partners Group in January 2025. He oversees the company’s long-term growth strategy, vision, talent and culture, establishing Foundation Partners as an innovative leader in the industry. He brings over 30 years of branded consumer experience delivering accelerated growth, operational excellence, service and cultural transformation. John can be reached at [email protected].

Why Listening Is the Most Powerful Skill in the Arrangement Room

5/5/2025

When we think about improving arrangement conferences, most people jump straight to forms, pricing or merchandise. But the most overlooked—and arguably most powerful—tool is something much simpler: listening.

I’m not talking about the passive kind of listening, where you nod along while mentally running through your to-do list. I’m talking about intentional, engaged, active listening—the kind that builds trust and reveals the emotional undercurrents families aren’t always ready to say out loud.

That’s what transforms a transactional meeting into a meaningful experience.

Listening Isn’t Just Polite; It’s Strategic

You’ve probably sat through at least one arrangement that didn’t go as planned. I certainly have.

Early in my career, I met with a couple for a prearrangement. I made small talk, noted their hobbies and bonded with the husband—football, hunting, the works. I thought we were sailing smoothly.

Except we weren’t.

He joked he just wanted to be “burned and thrown in the backyard.” She wanted a full Mass and burial. I heard their words but didn’t really listen. I didn’t catch the tension, misalignment and heartbreak waiting to be uncovered.

When she broke down crying at the end of the meeting, I realized I had failed her.

That moment became my turning point.

Prepare to Hear What’s Not Being Said

Strong arrangement skills aren’t just about what you say; they’re about how you listen. Before every conference, get yourself in the right mindset. This isn’t just another form to fill out. This is someone’s grief, someone’s love, someone’s final chance to honor a life.

Build trust early. Look through photos together. Ask open-ended questions. Repeat back what you hear to confirm you’re understanding their wishes.

Ask things like:

“Can you tell me about your loved one?”
“Have you ever planned a funeral before?”
“What matters most to your family right now?”

These are not only rapport-building techniques, but also your roadmap.

Listening Creates Clarity

People often walk into an arrangement without knowing what they want. They’re grieving, confused and sometimes overwhelmed by decisions. By listening closely and showing you understand, you help them discover their preferences—not just express them.

When families feel heard, they’re more confident in their choices. They’re more likely to ask questions. They’re more open to education about services they might not have known were possible.

What Listening Looks Like in Action

Active listening is eye contact, body language and slowing down your speech. It’s not finishing sentences for them or rushing to fill the silence. Silence can be incredibly revealing.

It’s recognizing that the quiet person in the corner might be the one who needs your attention most. And sometimes, it’s asking hard questions gently and respectfully to make sure you’re honoring the family’s wishes fully.

The Bottom Line

The best arrangement conferences don’t just happen. They’re built with presence, care and most importantly, active listening.

So before you polish your sales techniques or reorganize your forms, take a moment to reset. Ask yourself: “Am I ready to listen to this family?” When you are, everything else follows.

Looking for training that targets your skills in the arrangement room? As a CANA-Cremation Specialist, you'll be trained on how to reach today's consumer to meet tomorrow's demand. More than body preparation and FTC compliance, this certification focuses on communication skills, grief expressions, ethical dilemmas, and how it all comes together to show families you care. Learn more and register before the July 1 deadline.

This post features insights from Jill Lazar's recent presentation for WilbertEDU called "The Art of Active Listening and Other Ways to Build Stronger Arrangement Room Conference Skills." You can listen to a recording by contacting your local Wilbert office!

Jill Lazar is the Vice President of Business Development for Ring Ring Marketing, in addition to being a licensed Funeral Director and Certified Preplanning Consultant. In recent years, Jill has been a featured presenter at ICCFA's Dead Talks event and its international convention. She also was chosen to participate in Selected Independent Funeral Homes' Leadership Academy and is the recipient of several scholarships from the Funeral Service Foundation. Jill has extensive experience in growing preneed market share and developing strategic partnerships.

Death Becomes Her: The Changing Demographics of Funeral Service Practitioners

4/22/2025

The history of funeral service practice is male dominated. Most of our initial undertakers were owners and operators, purveyors, proprietors. They were livery stable owners and operators. They were financiers. When we think about history, though, it’s important for us to understand that is the recorded history in our history textbooks, which might not have been penned by a woman.

The lack of female perspective in some of our history texts—and in general—is well documented. We do have individuals who are putting out new history books from a different lens that doesn’t necessarily end up being a White male-dominated view of the past. As we begin to look at how things were well before the 1900s, I hope we can recall that women were the primary caretakers. They were the ones that were as familiar with the cradle as the grave. They were there as midwives and nurses, helping with the birthing of our next generation. And they were there in sickness and in death to take care of the remains. Of course, the gentlemen were also there to provide the caskets and the transportation or the coffins at the time. But it’s important for us to understand “her story” in history.

My Story

I was a teenager fresh out of high school when I began working at a mortuary-cemetery-crematory-flower shop combination. It was owned by a family that had it for three generations. My typical daily schedule began in the afternoon, because I went to school during the day. You were registered as an apprentice or an intern or a trainee, and it took us about 12 months to get through a program.

This was back in the late eighties, early nineties, and it was not uncommon that we would be in class from 7 to 3 and at work from 3 to midnight. Weekends, holidays, evenings. We were on call. That was the way we were groomed for professional practice, understanding that our lives took second stage to what was the main show—and the main show was caring for the grieving families.

I was one of four women in class at the time and most of them were legacies. You recognized their last names because they were on the side of buildings. You saw that they had this perspective—that it was a grooming, if you will, and they didn’t have a choice. They were going to take over the family business. Some of them were rather reluctant to ascend to that type of position, yet it was an expectation from their family. Now my classroom is 90%+ women—and the men who identify as such were not assigned male at birth.

Why Now?

So—why are we just recognizing the influence or impact or influx of women now? It might be because the number of women find it—post-pandemic—now viable to balance work and life and not have to pack up and move away to go to school. They can do it from their living room on their laptop. Now is the opportunity for so many individuals who were transitioned away from their primary job because of the pandemic and are now looking for something that is rewarding and stable as a second career.

These might be our former nurses who were frontline during the pandemic and have decided now is the time for them to migrate somewhere away from hospitals. It’s our social workers. It’s our police officers. It’s our firefighters. All of those that may have been in a caregiving role that have been called to funeral service.

I think the pandemic was the best thing to illuminate what deathcare professionals do in our communities, because it put us on the evening news every night as to what was being done to help those families that had suffered so much loss in such a short period of time. But at the same time, there’s a host of gender politics that go right in line with that gender gap.

We found that the burden of a second shift, working all day and then caring for family members, fell primarily to women. That has been historical. As they’ve taken on roles outside of the home, women are still expected to maintain the home. Hopefully, as we begin to see more diversity and equity and inclusion in our workforce, the responsibility for both home and family and work becomes more equally distributed and equitable.

The Student Population

We are an intersection of everything that we have done, that we have been exposed to and that we continue to do. So how is this going to impact the way you treat your applicants and your employees?

I hope that you are looking for an employee that wants and has a significant desire to make an impact. And then I hope that you see within yourself a need to mentor the next generation.

No longer are we at the point where 5% of our population of practitioners is women. We’re now more than 40% — and we have a strong desire to comfort the grieving families that come to us. We recognize that there’s an increase in cremation, but it comes with additional celebration and an opportunity for innovation, because we are no longer tied as individuals to being a second generation, a third generation, or the succession plan that our family had.

We women don’t have the same level of expectation for ourselves. We don’t have the same level of burden thrust upon our shoulders from our fathers, our grandfathers, our mothers, our grandmothers. We do things differently. And this is why women are such a natural for funeral service practice. We are innovators, we are revolutionaries, we are here, and we’re so glad that we have the opportunity.

What Graduates Want vs. What Employers Offer

There is a gap between expectations of our graduates and what our providers are willing to give. Here are some of the things that our graduates want. Flexibility. They do not want that schedule that I had: three to midnight, weekends, holidays, after hours. They want a work-life balance.

They want someone that is as interested in the graduate’s own learning and development as they are with the development of their business. They want financial well-being. They want benefits to be offered, but not the benefits that the traditional employee may have wanted. They’re not looking for a retirement per se, but they do want a cafeteria plan.

They want to make sure that the mission of the funeral home and the owners and the managers match the mission and values that they bring. But more than anything, graduates want to be recognized for the skills that they bring to us that might be earned outside of a classroom environment: for what they’ve experienced, for the innovation that is within them, and being willing to collaborate with them in that regard.

They’re not just looking at their paycheck. They’re looking at everything that embodies the work-life experience. They want an owner or a manager that understands that balance and walks it themselves. They want an owner and manager that communicates the importance of unplugging from digital technologies. They don’t want to be bothered on their days off. They don’t want to answer texts at 6 o’clock in the morning. They want individuals that are held in high regard, and they do think of you as their mentors. Whether or not you have opted for that title, they have superimposed it on you. They want to see their manager taking time away from work and enjoying that work-life balance.

They are diverse. They expect equity. They want to be included and they do not take “It’s the way we’ve always done it” as an answer—and they certainly want to overcome the biases that we may have on them being younger and possibly not knowing how we do things because they have found a way to do it better. Our next generation wants to make sure that the mission of the funeral establishment aligns with their values.

Focus on volunteerism, philanthropy, and service above self, because that’s where they’re coming from. And then of course, on the compensation package, because that’s the one area we commonly hear that funeral service is lacking in. They’re not compensating appropriately for the level of engagement and education and experience requirements.

Full time to them is not 40 hours a week. Full time to them is engagement of the brain. They will constantly be engaged, yet they might not be at work. So what are we doing to offer them a benefit package that not only has the appropriate wage but also includes fringe benefits, like student loan repayment programs or flexible spending accounts?

Our students and applicants are compassionate individuals that believe that they should be judged not on their appearance, but on their conduct and demeanor. And they are professionals in that regard. They want to be recognized and respected for their contributions and applauded for what they give.

Thanking them at the end of the day for the work that they’ve done might seem so superficial and yet, they need to hear “You did a good job. I appreciate that you were here and I really hope you’ll come back tomorrow.” When they are in an environment where they do not feel that level of support and appreciation, they’ll be the first ones to ghost you. Gone. They found another position and they do not feel beholden to a two-week notice.

Historically, we expected individuals to have family ties to funeral service. That’s not true today. In such an amazing way, you have people that are coming into funeral service because they have a fire within them, compassion at their core, and they want to make a difference. They don’t feel obligated to hold the family tradition. They want into our ranks, but they’re women who haven’t historically been in our space.

“Where are our applicants? I can’t seem to find any applicants.” Trust me, they’re there. The problem is—are you ready to meet them where they are? Because they are willing to change the world and they are ripe for what funeral service brings next.

This article was excerpted from an article of the same title, published in Vol. 60, Issue 4 of The Cremationist. Members can log in to read the full article, including the data on current graduation rates and more suggestions for supporting new hires. Not a member yet? Join now for just $539 for your company and see all that CANA has to offer!

Jolena Grande, CFSP, has more than 30 years of professional practice as a California-licensed funeral director, embalmer, cemetery manager, and crematory manager. Beginning her funeral service career in 1989 working for a large mortuary/cemetery combination operation in Southern California, she is also a longtime faculty member in the Mortuary Science Department at Cypress College where she has served as an instructor since 1995. She serves on various committees with the California Funeral Directors Association, is the current secretary of the National Associated Colleges of Mortuary Science, and immediate past president of the American Board of Funeral Service Education. She is also involved with the California Department of Consumer Affairs Cemetery and Funeral Bureau Advisory Committee and is an item writer for the International Conference of Funeral Service Examining Boards.

The Deathcare Superconference: A Turning Point in the Future of Deathcare

4/4/2025

From September 16-18, 2024, four groups came together to hold the first-ever Deathcare Superconference. Jointly hosted by the Funeral Consumers Alliance (FCA), National Home Funeral Alliance (NHFA), National End-of-Life Doula Alliance (NEDA) and People's Memorial Association (PMA), this event welcomed more than 100 attendees from across death care in all its forms: embalmers, funeral directors, death doulas, cremationists, end-of-life medical professionals, cemeterians, grief care providers and more!

The 2024 Deathcare Superconference in Seattle was more than just another industry event—it was the culmination of an evolving conversation that began in an airport and carried into the heart of the Pacific Northwest this past September. This event marked a pivotal moment in deathcare, as the rise of death doulas and community deathcare groups is challenging the traditional landscape of funeral services. With recent legal cases and potential changes to federal regulations placing a spotlight on the industry, we find ourselves at a crossroads—a moment of both disruption and opportunity.

We are witnessing a shift from the "old guard" to the "new guard," a transformation that demands careful thought and collaboration. At its core, the conference was about unification. This is not a battle of opposing sides but rather an invitation to come together to shape the future of deathcare in a way that honors history while embracing innovation.

A Conference Born from Collaboration

The idea for the 2024 Superconference took shape over a year ago when representatives from various deathcare nonprofits began meeting regularly. We recognized that too often, we were working in silos, despite overlapping missions and goals. Our vision for the conference was to create a space where diverse voices—attendees and speakers alike—could engage in discussions about the most pressing issues in deathcare today. Topics included legal challenges, affordability, diversity, equity, inclusion (DEI), and innovative models of care.

Rather than just talk about change, we aimed to present real-life examples of organizations putting these principles into practice. The event served not just as a symposium but as an incubator for ideas that will be put into action in the coming years. With plans to hold the Superconference biennially, the intervening years will serve as a time for implementation, evaluation, and continued dialogue.

Key Takeaways from the Superconference

As one of the planners of the event, I embraced my role as an active listener to this movement—one committed to practical solutions, not just ideas. Among the many thought-provoking discussions, two stood out as particularly impactful to help bridge the gap between tradition and transformation:

Diversity, Equity, and Inclusion (DEI) in Deathcare: DEI is more than just a buzzword; it’s an essential part of serving families with dignity. In addition to cultural competency, accessibility must be prioritized. Something as simple as providing captions during discussions or ensuring that materials are available in multiple languages can make a difference.
Culturally competent care that acknowledges the diverse traditions and rituals of the families we serve. True inclusivity requires us to go beyond performative actions and embed these principles into the core of our business practices. This conversation is not about displacing anyone but about making room for all.
Legal Challenges and the Future of Regulation: One of the most powerful moments of the conference was the discussion on legal challenges in the industry. A key takeaway was the reminder that, despite different perspectives, we are united by our commitment to serving families and communities by advocating for policies that embrace inclusive end-of-life options. As laws evolve and regulations shift, we must navigate these changes together with mutual respect. There is room for everyone at the table, and collaboration is the key to ensuring consumer rights and professional integrity.

Keeping the Conversation Alive

The Deathcare Superconference was not just an event, it was the beginning of an ongoing movement. To keep the momentum going, we encourage deathcare professionals, advocates, and anyone invested in the future of this field to take action:

Access the Recordings: If you missed the live sessions, recordings are available to hear these valuable discussions and make sure they reach a broader audience.
Engage as an Active Listener: Whether you're a seasoned funeral director or new to the space, listening to a diverse range of perspectives and remain open to evolving practices that prioritize compassionate and ethical care as the industry evolves.
Here’s a few perspectives that offer ideas and solutions that I’ve been engaging with to get you thinking: Compassion & Choices nonprofit organization; Ben Field, Attorney at Institute for Justice; Joél Simone Maldonado, The Grave Woman; Tanya Marsh, JD, Senior Associate Dean for Academic Affairs and Professor of Law at Wake Forest University School of Law; Joyal Mulheron, Founder & Executive Director, Evermore
Advocate for Change: Whether through joining one of the hosting organizations (NEDA, NHFA, PMA, and FCA), implementing more inclusive service offerings, or advocating for policy advancements, your voice matters and there’s a spot for you at the table to join the discussion as we shape the future of deathcare.

The Deathcare Superconference was a launchpad for high-level discussions, but its true success will be measured by the actions we take moving forward. By working together, embracing change, and advocating for ethical and inclusive practices, we can create a more compassionate and sustainable future for a more inclusive, accessible, and consumer-focused deathcare landscape.

If you're interested in exploring topics in cultural competency, consider the Multicultural Death and Grief Care Academy from Joél Simone Maldonado. CANA Members receive a 20% discount on four training series that provide culturally inclusive education for end-of-life, death and grief care to ensure that every farewell is met with dignity, respect, and the deep honor that every life and culture deserves.

Members: claim your code in the Member Portal or contact CANA at 312-245-1077 or [email protected] for more information. Not a member yet? See all the benefits that membership provides and join today for just $539 for the entire firm!

Ashley Johnson, President of the National End-of-Life Doula Alliance, is a passionate advocate for compassionate and informed end-of-life care. A University of Florida alumna and licensed celebrant, Ashley’s journey began in a low-income neighborhood, inspiring her to address disparities in death care. With over a decade of experience in fields like forensic anthropology and whole-body donation, she founded Loyal Hands, an end-of-life doula consulting agency offering education, resources, and support. Ashley’s leadership extends to memberships in CANA, ICCFA, and the Florida Palliative Care Coalition, and she has served as NEDA’s board secretary since 2020. A dedicated community volunteer, she directs events like "Get Your Rear in Gear" for colon cancer awareness and contributes to PsychArmor’s veteran care initiatives. With a Nonprofit Management Certificate and roles with Compassion & Choices, Ashley is a TEDx speaker committed to equity and inclusivity in end-of-life care.

Culture is the Medicine for Grief

3/10/2025

There have been moments throughout my career as a funeral director, sacred grief care practitioner and educator that have been utterly heart shattering. Surprisingly, many of these moments stem not from the revolving door of death and grief I have witnessed and supported countless families and communities through, but instead from the lack of consideration, honor and inclusion extended to multicultural and marginalized communities. Such incidents have reinforced a painful truth: that the deathcare industry and the professionals who serve within our funeral homes, crematories and cemeteries are falling short and missing the mark when it comes to cultural competency.

When Culture is Dismissed as Liability

The most recent, and probably the most heartbreaking, conversation I’ve had with someone who unfortunately was on the receiving end of our industry’s lack of cultural competency took place randomly while my husband and I were shopping at our local Sam’s Club. I asked the young woman assisting us at the cell phone carrier kiosk what her tattoo represented. She proceeded to share with me that her best friend of 20+ years had recently passed away. She and some of their close friends chose to get a tattoo because they couldn’t express their cultural rituals at the funeral. They felt the need to do something that connected them spiritually and culturally.

Naturally, my ears perked up and I asked her why they couldn’t attend. She shared that the family had requested that they be able to end her friend’s funeral with his casket being escorted out of the funeral home’s chapel led by a mariachi band comprised of relatives and loved ones. They were denied this final rite of passage and told both by their funeral directors and the funeral home manager that their request posed a liability and threat to their building’s insurance.

Fighting back tears and choking on her words, this grieving kiosk employee described the family’s humiliation, dehumanization and embarrassment at being told that their desire to perform this sacred ritual and ceremony for their deceased son was a liability. They felt small and unseen. As a result, they wanted to move their loved one’s body to a funeral home that would allow them the freedom to express their culture.

Unfortunately, because of the lack of diversity in the area in which they live and because there was no one to advocate for them (combined with the fact that they simply did not have the money, emotional stamina or energy to relive the funeral arrangement process), this family was stuck paying for services that did not honor their cultural needs and didn’t leave them feeling as if they were served with dignity. Sadly, this story is not unique and represents an area for growth and redirection that our industry and the professionals in it should take to heart.

We Don’t Know What We Don’t Know

Early on in my mortuary school journey it became very evident to me – as it does for many students – that there is little to no education specific to caring for diverse communities as it relates to both the cultural rites and the unique needs of bodies of indigenous peoples and communities of color. This realization was made even more real while I worked as an apprentice.

One memorable day, I walked in on a seasoned professional cutting the box braids (see below) from the hair of a deceased Black woman whose family requested that her braids be removed so her hair could be styled differently for her viewing and service. Unbeknownst to the embalmer, by cutting off the braids close to her scalp, he was in turn cutting off all of her hair, effectively maiming her presentation for the viewing and violating the spiritual sacredness attached to her hair.

His actions were not carried out with ill intent, and he expressed deep remorse when I stopped and educated him. However, had I not stopped him, his lack of cultural knowledge and technical skill could have had a profoundly negative and irreparable impact on our firm, reputation and – most importantly – on the family and community of the deceased.

"Box braids" are a traditional African hairstyle where hair is sectioned into square-shaped parts and braided into individual plaits, often with extensions for added length and thickness. This protective style minimizes damage, lasts for weeks, and holds cultural significance in Black and Indigenous communities but are often adorned by those outside of the Black/Indigenous community.

Frustration Leading to Solutions

Stories like these, centered around inappropriate and offensive language, lack of awareness and lack of cultural humility are frustrating and heartbreaking, but they have also motivated and inspired me to develop The Multicultural Death & Grief Care Academy. The Academy provides resources, courses and training specifically for end-of-life, death and grief care professionals. Our mission is simple: To empower professionals to better serve decedents, families and communities alike with cultural competence and sensitivity.

The Cultural Kaleidoscope course series shows funeral professionals that a mariachi band processing the casket is not merely creative personalization but an important cultural rite that makes an impact on a community’s final farewell. By challenging fixed or outdated perspectives, each course in this series helps foster open, honest conversations about the diverse ways different cultures approach end of life, death, grief and mourning to building culturally competent deathcare professionals.

The Dignity in Death series focuses on our care of Black decedents with 10 courses covering the unique hair and cosmetic techniques to cultural and spiritual considerations that ensure that we can build a deeper understanding of Black body care traditions, improve their services, and ensure families receive the highest level of care during one of the most important moments in their lives. Practical courses like Removing Braids, Twist & Extensions and Properly Caring for Locs & Twist expand technical skills in the prep room to ensure dignity for the deceased and positive outcomes for our communities and our firm.

By embracing cultural competency, we not only transform the way families experience loss but we, as an industry and as professionals, ensure that every farewell is met with dignity, respect, and the deep honor that every life and culture deserves.

CANA is excited to announce a new member benefit! Exclusively for CANA Members, Ms. Maldonado has offered a 20% discount on four training series that provide culturally inclusive education for end-of-life, death & grief care excellence in accessible online formats, live workshops, and interactive experiences to take the next step toward cultural understanding, professional growth, and compassionate care.

Dignity in Death: Caring for Black Decedent & Communities delivers 10 self-paced courses to equip end of life and death care professionals as well as doulas with the knowledge and skills to provide culturally competent and sensitive care for Black bodies in transition and Black decedents.
CANA Members: $1,440; Non-Members $1,800
Faith, Religion and Culture for End-of-Life & Deathcare explores the rich diversity of faith, religious, and cultural traditions surrounding death and grieving in a 12-week instructor-led series equips deathcare professionals with the cultural competence needed to provide respectful, compassionate care to families from various backgrounds.
CANA Members: $799.20; Non-Members $999
Cultural Kaleidoscope: Challenging Perspectives and Building Culturally Competent Deathcare challenges traditional mindsets, encouraging open, honest conversations about diverse cultural approaches to end-of-life care, grief, and mourning. This transformative program empowers deathcare professionals to provide more inclusive, compassionate support by addressing cultural competence and confronting implicit biases.
CANA Members: $192; Non-Members $240
Mortuary School Mastery: 6 Course Series Designed to Help You Thrive is a 6-part series designed specifically for mortuary students or those interested in attending mortuary school who are navigating the challenges of their education and preparing for a successful career in funeral service. Each offering is packed with practical wisdom, essential skills, and hard-earned lessons to help you avoid the common pitfalls that many students face and to set you on a clear path to success.
CANA Members: $192; Non-Members $240

All courses and training are approved for CE credit through Academy of Professional Funeral Service Practice (APFSP).

Joél Simone Maldonado, widely known as The Grave Woman, is a licensed funeral director, embalmer, pre-planning specialist, and the award-winning founder of The Multicultural Death & Grief Care Academy. With over a decade in the death care industry and more than 15 years in healthcare, Joél is a recognized leader in educating professionals on Cultural Competency, Inclusion, and Diversity in end-of-life care. She serves on the Board of Directors for Compassion and Choices, co-chairs its Diversity, Equity, and Inclusion committee, and volunteers with the African American Leadership Council. Through courses, her podcast, YouTube channel, and social media, Joél fosters open dialogues on the nuances of multicultural death and grief care. Committed to personal growth, she continually hones her skills and cultural intelligence, including earning her CQ certification from the Cultural Intelligence Center and engaging in advanced entrepreneurship, development, and leadership programs.

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