Posted By Administration,
Wednesday, February 5, 2020
Updated: Monday, February 3, 2020
In 2020, maintaining and keeping good quality talent on your team isn’t just a want, it’s an absolute need. It’s what’s going to determine your success and the foundation of your business moving into this next decade.
This next generation needs a purpose, something that fires them up and gets them out of bed in the morning. Yes, millennials want to make a living, but they want to make a meaningful living. According to Forbes, millennials ranked meaningful work as one of the top needs they have from their workplace.
The Harsh Reality
“People don’t leave bad companies, they leave bad managers.”
If leaders and those in positions of power can take this quote by Marcus Buckingham to heart, I believe we would see so much more retention amongst our profession.
Here are some harsh realities:
These are some powerful statistics that mean if we aren’t encouraging a culture of growth, this next generation has no problem going to find it elsewhere.
How connected do you think your employees are to your company? If we are being honest with ourselves, there are plenty of areas we can improve in this category.
According to a study done by Gallup in 2017, 230,000 employees were surveyed in 142 countries on their current engagement. Employees fall into one of three categories:
- Not Engaged
- Actively Disengaged
Only 13% of employees they surveyed were truly passionate and motivated by the work they did every day. An astounding 63% were not engaged, and 24% were actively disengaged.
The impact of a disengaged employee can negatively impact your business in the following ways:
- They’ll be cutting corners, which results in poor decision making
- There will be no drive and no focus, which results in less creativity
- They simply don’t care, which results in negative customer reviews
- Less productivity requires more staff, which results in over-hiring with a lower ROI.
Unfortunately, there isn’t much we can do about the actively disengaged. They just need a path out. However, the statistics show that around 63% have the potential to be engaged if we put the effort in to putting meaning behind what they are doing.
What category would you put most of your employees in? Do they fall into the popular category not engaged? Maybe it’s time to rethink how you’re motivating your employees. Do you share a common purpose that they can buy into with passion? How often do you give praise? Could it be time to put more incentive compensation plans in place? Purpose and incentive are the keys to motivating engagement.
Once we have worked to get our employees into the “engaged” category, the positive benefits have an astounding impact. Statistics show that 50% will post messages on social media and 24% are more likely to help boost sales than disengaged employees. Find ways to bring meaning back so that your employees live in the engaged category, and your firm is guaranteed to reap the benefits.
Create Your Plan
Hire the Right People
Obviously, all this talk about having engaged employees is only possible if we hire the right people from the get-go that are naturally motivated. Service attitude is a big thing we look for at JCG. Recognize if they have the natural ability to go above and beyond to exceed a customer’s expectations. Are they good listeners, do they care, are they genuinely interested in other people and have a desire to always be learning? You can teach service aptitude (the ability recognize service opportunities), but you can’t teach attitude (the desire to serve).
Onboarding and Training
Develop a welcome program that makes them remember their first day. Decorate their desk with a welcome sign, write an internal spotlight, or take them to lunch with your team. Remember, their first day of work is one way to set the tone for their engagement. Spend a lot of effort on helping them to understand WHY you do what you do and how they bring value to that purpose. The first few weeks are critical to employee engagement. The more they buy in early, the more likely they are to want to stick around.
Initial training an on-going training is essential to employee engagement. You must teach them skills to be successful. Have a minimum standard for customer service expectations in writing and don’t train just once. Reinforce the expectations as often as weekly. This includes modeling, observing, and measuring behavior.
Retention and Relationships
Employees are more engaged when they are recognized, so communicate! Provide for feedback, and even ask for feedback yourself. Peer recognition is another way to keep employees engaged. Set up a quarterly award that gets everyone involved to recognize their peers. Feedback is the key, as this next generation craves it.
So where should we start? A good place to assess where your engagement is at is to survey your staff about their happiness at work. Ask about if they feel valued, and if they appreciate the kind of feedback they get.
It might be a rude awakening, but we all have to start somewhere. Getting the data is the only way you can grow from today into reaping the benefits of having engaged employees long into the future.
Want to learn more about increase employee engagement and improve customer service? Join Lori Salberg and more cremation rockstars in Las Vegas for CANA’s 2020 Cremation Symposium, February 26-28. Lori will present on “Developing a Collaborative Growth Culture” to re-invigorate organizations by fully engaging employees, improving performance of the business overall.
See what else we have planned and register for CANA's 2020 Cremation Symposium: goCANA.org/CGT
Lori Salberg, Director of J3Tech Solutions a Division of Johnson Consulting Group, joined Johnson Consulting Group in 2017, bringing experience in cemetery, funeral home, and pre-need sales management. Along with sales and operations management, Lori directed the development of two propriety cemetery and funeral home enterprise software systems.
Lori began her career in 2001 as a Family Service Counselor for the Catholic Cemeteries in San Jose. She quickly moved into management and rose to Associate Director of three cemetery locations. In 2010, Lori furthered her career as General Manager of Holy Sepulchre Cemetery and Holy Angels Funeral and Cremation Center in Hayward, CA, where she also joined the Catholic Management Services leadership team. As Director of Administration and IT, Lori brought management expertise and software solutions to cemetery and funeral home clients. In 2015, Lori joined PlotBox as VP of Sales. Lori contributed to the development of a SaaS cemetery software program, and was principally responsible for introducing it to the US market.
She is a frequent speaker at many state and regional industry events and an article contributor to many industry magazines. She is also a member of the ICCFA Sales and Marketing Committee, which plans and oversees the Annual World Wide Sales Conference each January. Lori balances her passion for helping clients prepare for the future with raising her three children, Catalina, JJ, and Lyla. She spends a lot of weekends at dance competitions and little league baseball tournaments.
Posted By Administration,
Wednesday, January 22, 2020
Updated: Thursday, January 2, 2020
“How long will my burial business last?”
As I was writing this article, our eight-year-old grandson shed some light on the responses from – well an eight-year-old point of view. My wife, a former teacher, was helping him with his homework – a fair amount of math work and then onto the dreaded reading. Our grandson, who was about at his concentration limit for the moment, started playing a video game.
When his grandmother mentioned reading a bit, his reply was surprising and unexpected. His delivery was neither harsh nor snippy. He merely said, “Maybe after this game or when I am dead.” In other words, my wife asked the question he did not want to hear and we got the answer that grandparents don’t want in return. Still, we found it quite funny, exactly framing his “not now” attitude. Discussions on changing consumer attitudes and funeral home finances today often elicit a similar response – not now.
If not now, when?
Earlier this year, a funeral home owner asked me, “How long will my burial business last?” On the surface some might scoff at such a question – too simplistic, too old school. I beg to differ. Looking at this question offers us an insight into the core revenue of a funeral home. The issue also allows me to re-address a topic I first covered several years ago.
Ten years ago, a funeral home owner asking a question on “how long a burial business will last” would have delighted me! To hear it today is a bit disheartening yet shows that owners are finally thinking about the impact of cremation. After all the forewarnings from myself and others, funeral home owners finally now feel the revenue effects. Neither I nor others take delight in the ‘sudden realization’, but we fully understand the dilemma that you face.
What to do?
If you are a funeral home owner close to retirement, maybe the answer is to find a willing buyer. In our valuation work, we find that top-performing firms obtain the highest values. Top performers attract skilled staff and maintain their facilities meticulously. If your firm is not a top performer, you may want to change your management style.
Many funeral home owners are not ready to retire. Funeral service may still be calling - kudos to you. What is the best course of action for those closely held to funeral service? There are a number of points to consider.
To be clear, I am not referring to remodeling the facilities (although that could be an issue too). In this case remodeling refers to remodeling the core business - a new business model, a business model based on the financial realities of a different revenue stream, probably with less revenue per call than in the past.
Much has been written about the current high employment rate and the difficulty in finding employees. Funeral service has its own challenges, which I hear about weekly – “There are no quality, qualified licensed funeral directors to be found.” Outside analysts agree that we are experiencing a shortage of trained personnel in funeral service and will for a number of years.
Outside of raiding other funeral homes, attracting top-notch people to funeral service is one solution. Regulations need to change by accommodating quality personnel who may not want an embalmer’s license.
A recent rush in acquisitions foretells the shift in funeral home ownership. Sixty-year-old-plus owners now face their own exit. Some are well prepared, but some are not. The consolidation of competitors began a few years ago and will continue for several years. This consolidation of owners, and perhaps rooftops, bodes well for the younger generation of owners. My 2015 estimate of 25% too many funeral homes in the U.S. needs to be updated, but I suspect that number has grown. Taking calls from declining firms or making prudent acquisitions ensures their success. However, successful owners must capture consumer needs today.
Easier said than done, understanding consumers takes on critical importance. Without relying on casket and vault sales as the main revenue-driver, new-age owners will allow consumers to express their grief in new ways – ways driven more by consumers right now, than orchestrated solely by what was done in the past.
Owners refusing to embrace the new consumer-driven business model can count their days by how many caskets they sell. If you did not watch the August 14, 2019 HBO special, Alternate Endings, find a way to view the show. The story of six endings contained several emotional departures from funeral service, but the biggest takeaway? While there may have been licensed funeral directors in the back stories, no funeral director took a vital role in these non-”traditional” funerals.
The 2019 NFDA Consumer Survey found that 53% of those surveyed indicated that they could do their own funeral or memorial service, without a funeral director. Thankfully many client-families still want or need a funeral director but the HBO special and the NFDA survey point to what could be a rising number of people who don’t see a need to use you. How can we attract more interest in ceremonies recognizing a life lived?
Imagination Gone Wild
For nearly a century, funeral service hid behind the casket and vault sale. The loss of casket and outer burial container sales clearly reduces revenue. We must focus more on the personal side, making solid connections with consumers – no more just glad-handing family members as they come in the door – because, they may not come in the door. We must give them a reason that “remembering a loved one” is important.
The move from merchandise-oriented to a service-oriented funeral business began many years ago in higher cremation areas. Now, the cremation upturn is hitting even the rural and largely unaffected areas.
In a recent AARP magazine interview, musician Carlos Santana commented, “You stay relevant by trusting you have something people need.” Funeral business needs to specialize in service now or risk irrelevance.
As the HBO special revealed, some consumers want a personal hand in a memorial (or living funeral). We have to help them truly capture the essence of their loved one. Making each funeral/memorial service special is the future of funeral service in my opinion.
Success in the 2020s
Themed good-byes represent one logical solution. Yes, they may take a lot more work than the old burial model, but they usually contain the “wow” factor for many consumers. Celebrants or celebrant-like ceremonies seem to make more connections as well. Look for off-menu choices that resonate with client-families. Let your imagination run wild and something magical may just happen. Success in the 2020s will be measured by story-telling, creating a compelling story about a loved one, a story even an eight-year-old can appreciate. Master-storytellers will excel.
Our eight-year-old grandson was finally persuaded to read that book he discarded. He actually found it thought-provoking. It was a small history book from nearly 100 years ago. Things have changed dramatically since then — many advancements but many old beliefs dispelled.
Losing 1.65 burial calls per 100 cases annually to cremation or $66,000+ over the next 10 years is not welcome news. Our 500-call funeral home owner exhibited the courage to ask the tough question. I hope he is ready for the answers. Are you?
This post is excerpted from the full article “How Long Will My Burial Business Last?” originally published In Volume 16, Issue 3 of Directions by Nixon Consulting, Inc. This newsletter content and information is sent to clients and associates of Nixon Consulting, Inc. Published quarterly. Subscription is by Invitation only from NCi. Reproduced with permission of the author.
David Nixon began working with funeral home owners in 1979. David is a Certified Management Consultant™ (CMC®), accredited by the Institute of Management Consultants, USA. David is noted for his ‘Listening to Cremation’ annual cremation study, which was first published in 1995. In addition to his work on funeral home financial analysis, he also concentrates on strategic planning, FTC Funeral Rule Compliance, funeral home budgeting and pricing, as well as funeral business valuations. David also focuses on exit planning and the transition of funeral home owners with all the complexities involved in selling or buying a funeral home.
Posted By Administration,
Wednesday, January 8, 2020
Updated: Thursday, January 2, 2020
After the celebrations are over, the beginning of each new year reminds us to refresh and improve our habits. It is not too late to resolve to accomplish the following items this year and establish a new routine for years to come.
- Update and review current governing laws and regulations.
Regardless of your role in the industry, it is important to understand the current laws and regulations that govern your work. Put aside the necessary time to review the federal, state, and local laws and regulations which affect your day to day operations. Right to control final disposition and cremation authorization issues dominate legal complaints against people and businesses in this industry. If you have difficulty finding the statutes and regulations, try searching the web sites for your state association or licensing board – they often have links available.
CANA Members: If you need further assistance, use your legal consultation benefit and give me a call.
- Educate and train staff on any new laws or regulations affecting your business.
Keeping yourself updated on new laws or regulations is just a first step. The next is to educate and train your staff and co-workers on what you have learned. Hold a “lunch and learn” with your team and give everyone the tools to succeed.
- Update your forms to bring them into compliance with any law changes.
Out of date, non-compliant forms are an easy target for regulators and plaintiffs’ attorneys alike. Confirm that your form documents include all the required notices, consents, and disclosures. Consult with an attorney if you have any questions regarding current legal requirements.
- Educate and train staff on the changes in your forms.
Compliant forms are important, but the persons who use them every day must understand how to utilize them to the fullest. Avoid the problems caused by improperly filled out forms. If done and utilized correctly, forms often provide the best documentation in defense of legal complaints.
- Review and update your operational policies and procedures.
OSHA compliance is critical to a successful operation. So, too, are human resource policies, and so much more. If you need assistance in your review, CANA has partnered with Cremation Strategies & Consulting to offer a program which will help you compile operational policies and procedures customized for your business. Learn more here.
- Review and update your employee handbook (including social media policy).
Employment issues are a prevalent headache across all industries and business models. Address common concerns in your employee handbook, so that everyone is on notice of the standards to which they will be held accountable. Implement clear, unambiguous policies on work hours, time off, sick leave, vacation time, and dress codes. Have appropriate sexual harassment policies in place. Communicate your expectations regarding social media use and restrictions on employee posts on business matters. Make sure employees are aware that social media is not for airing of workplace grievances or complaints.
CANA Members: Read up on what my office suggests for these policies as part of the Crematory Management Program.
- Educate and train staff on your policies and procedures.
Periodic training and review of operational and employment policies and procedures are critical. There cannot be compliance without your employees first understanding your expectations and standards to which they will be held accountable.
CANA Members: You can keep your standard operating procedures current and your staff informed with the Crematory Management Program and support from Cremation Strategies & Consulting.
- Meet with your insurance agent or broker.
Make sure your insurance agent or broker understands your business. Too often there are gaps in coverage discovered when you need insurance assistance or defense to a legal claim, when is too late to put the protections you need in place. Many gaps in coverage result from your agent or broker not understanding your daily work and operations sufficiently to make sure that what you actually do is covered. Just because you have “professional liability” insurance, you have no guarantee that all of your professional services are covered. Proactive insurance strategies will serve you best.
CANA Members: Have you looked over CANA’s newest benefit, a professional liability insurance program for crematories? Read what makes this policy different and how it covers businesses like yours.
- Meet with your tax planning professional.
Do not leave money on the table. A tax professional’s advice can add value to your business and improve its bottom line. Mitigate your tax risks and exposures prudently.
- Budget for and plan to attend meaningful continuing education opportunities.
Take some time to think about the education and assistance which will benefit you and your business most in the upcoming year. Then, search for continuing education opportunities that will assist in meeting your goals. There are in person and online resources available to address almost any concern as an industry professional or business owner. Some jurisdictions even allow you to get your crematory operator certification online. If you attend CANA’s convention in Seattle this year, please say hello. I look forward to seeing you!
CANA Members: Not sure how to get started developing a defined professional development plan for your employees? CANA Education Director Jennifer Werthman is here to help you achieve your goals – reach out any time.
Getting your new year off to a good start can jumpstart accomplishing your business’s New Year’s Resolutions. Best wishes for your success in 2020!
CANA Members: Your association is here to help! If you ever need these resources or anything else offered by CANA, reach out.
Excerpted from The Cremationist, Vol 53, Issue 1: “First Quarter 2019 Top Ten Legal Checklist” by Lara M. Price. Members can read this article and any other advice in The Cremationist archive. Not a member? Consider joining your business to access this and all archives of The Cremationist plus the many resources referenced here to help you find solutions for all aspects of your business – only $495
Lara M. Price is a shareholder at Sheehy, Ware & Pappas, PC, in Houston, in the products liability and professional liability sections of the firm. She has extensive experience in a number of substantive areas of trial practice, including products liability, professional liability, administrative law, commercial litigation, health care law, premises liability, and personal injury and wrongful death. She regularly represents corporations, other business entities, and individuals in complex litigation against claims for personal injuries, wrongful death, and economic loss in state courts throughout Texas and in federal courts in Texas and elsewhere. Ms. Price is General Counsel for CANA and Texas Funeral Directors Association.
processes and procedures
tips and tools
Posted By Administration,
Wednesday, August 14, 2019
Updated: Wednesday, August 14, 2019
As the rate of cremation in North America continues to grow, the amount of traditional burials is dropping. This trend affects many sectors of the death care industry, and cemeteries are no exception. Cemetery operators, designers, service providers, and suppliers are working to meet the inevitable challenges.
Elisa Krcilek, Vice President and General Manager of Mountain View Funeral Homes & Cemetery, was inaugurated as President of CANA in July at our 101st Convention. Elisa has many plans for her term as president, primarily focusing on cremation memorialization and the ways our industry can work together, learn, and share what we know.
The following is an excerpt from a past issue of The Cremationist about the ways that instilling a culture of memorialization to staff training in funeral homes and cemeteries to educate the public on the options and benefits of memorializing cremated remains.
Mountain View Funeral Home and Cemetery in Mesa, Arizona is, in my opinion, the most beautiful cemetery in the East Valley of Arizona. We have 52 acres, but only 24 are developed. So we have space for 150-200 years to come.
Like most cemeteries, originally all the spaces were for traditional burial. The sections for cremation were added in later. The cremation rate in Arizona, both by percentage and total number of cremations, is near the highest in the United States and predicted to surpass 70% by 2023. Cremation has changed the way people look at permanent memorialization on both sides of the arrangement table.
Changing the Mindset
I am not at all embarrassed or ashamed to say that we are a for-profit cemetery. We’re always looking for new ways to generate income and to give our families what they’re looking for and what they want. You know that if they don’t see what they want, they—in many cases—do nothing.
Because of the growth in the demand for cremation, a lot of what we’re doing at Mountain View is first working to change the mindset of our funeral directors and our cemetery staff to do a better job feeding into our cemetery. The first thing we did to work more efficiently is set up a two-up system, very similar to what you see in a lot of other combo businesses. This means that we have a cemetery professional go into the arrangement conference with the funeral director. When the funeral director steps out to make the final contract for the cremation, we make sure that that family is not left alone during the arrangement. Instead, the family service counselors take the family out to the cemetery to see what we have available.
It starts very simply, because right inside our funeral home we have a glass-front niche. It’s a matter of coming out of the building, taking four steps to the left, and introducing the families to the idea of memorialization.
From there, we direct them to our golf cart up front and we immediately take them to the cemetery. We don’t do a lot of talking. The beauty of the majestic cemetery speaks for itself. What we will do is point out areas in the cemetery that specialize in housing cremated remains.
Showcasing Cremation Options
At that first niche, just to the left, most of our cremation families will say, “Oh, no, no. We don’t need any of this. We’re taking Mom back to Iowa where she’s from.” We tell them, “We understand that that’s what you’re planning to do. However, it’s not fair to you if we don’t take you through the options we have available.”
Many times people tell us they’re taking the remains with them, but in the end that’s not what actually happens. Sometimes they realize that because they’re here, this is Mom’s new home. This is where Mom retired, this is where she wanted to be for the duration of her life.
What are people looking for? A lot of the families we serve have chosen cremation because they don’t want to spend thousands and thousands of dollars. So we want to give them something that’s affordable. We’re finding ways to expand our cremation garden. We have added in a green cremation area because a lot of people say, “Oh, we just want to scatter Dad,” so we offer them the option to do this in the cemetery.
We’re doing a memory vase memorialization package. The memory vase is just for vased flowers right above a bio-degradable urn that goes directly in the ground. They don’t need an urn vault, just a 12-by-12, 3-inch-thick granite base. These memory vases are affordable, and they do not take space out of our inventory because they’re spacers that weren’t in our inventory to begin with. We identified little nooks and crannies of space where there’s nothing, and now we can beautify our cemetery with flower vases.
Engaging Cemetery Visitors
The memory vases provide a way for us to generate more income, but, more importantly, they’re a way to get the families to come back. When they come back, when they visit, it gives them a reason to come in. It keeps us in touch with them. That way, when we have a Memorial Day service or a Veteran’s Day service, we have a way to be able to get in contact with these people to invite them to these events we have and then talk to them about, “Well, what about yourself? Have you preplanned your funeral? Have you preplanned your cremation?”
We do a lot of things to find out what people want. We do a lot of “park-rangering” – we just go up to people in the cemetery, give them a bottled water, and start a conversation. You would be amazed how many people will say, “I’ve been visiting my husband for twelve years and you’re the first person that’s ever come up and talked to me.” So it’s just a matter of being friendly and saying hello. I’ve never had somebody say, “Leave me alone.” Of course, you have to use some discretion, too.
You also start to see patterns of people who come in on a regular basis. Sometimes you’ll see a family come in on the weekend and it might be a special occasion, such as a birthday, so we don’t approach them right when they first arrive. We wait maybe a half an hour or an hour. When you see them wandering around, looking at other graves, that might be a good time to walk up.
I do a monthly training with my team and include “Best Practices” for park-rangering: these are the things you want to do, these are the things you don’t want to do. For example, if you’re doing a graveside service you are not to be out there handing out your business cards to everybody. You can keep your business cards with you, and if somebody approaches you and says, ‘Hey, I’d like to get some information’— and that, believe it or not, happens a lot—then you’re allowed to give out your card.
Most of that conversation comes at the end of an interment, where people are standing around. They like to see the vault lowered into the ground, they like to see the urn placed. We talk to them and make sure to say hello because they’ve already met us at the arrangement.
I start all of my weekly staff meetings with a victory story. We go around and every person has to tell a success story about something that’s worked for them. The people around think, “Oh, maybe that does work!” because when you hear a real-life story, with a real name attached to it, suddenly it becomes contagious. I want each one of them to have buy-in with their victory stories because they’ll have a passion for the things they were able to sell.
Nobody wants to be sold and nobody wants to be pushed into something they’re not interested in. But they will buy when they see value and they see something they like. But they’re never going to know that if you don’t take them on a tour and show it to them.
When you do a tour, it’s not always about the person who died. It’s about showing the family the possibilities. If you’re not taking them on a tour, you’re doing that family an injustice. More people will make a decision when they see how beautiful your cremation waterfall is in person. They can’t visualize it on their own.
If you say to a family, “Were you thinking of being buried in the cemetery?” they’ll say, “No, that’s why we chose cremation.” Instead, you can say, “Take a quick ride with me, let me show you something you might be interested in. We’ve developed things specifically for families like you,” They won’t refuse, they’ll follow you because they don’t do this every day. They don’t know what they don’t know.
We’re developing a very specific cremation tour, not showing our gardens that are all burials, but taking them to key cremation places. “Have you ever heard of a cremation boulder? This is what it looks like. We have areas where we can place it,” and then taking them to show them where the areas are.
The family they’re meeting with on the funeral home side may or may not buy in the cemetery, but they may have a relative who will. We keep saying, “In our business, it’s not about the family you’re serving today. It’s about all their friends and relatives that you should be thinking about serving tomorrow.”
On meeting the opportunities and challenges of an expanding demand for cremation:
- Plan for the future. Be prepared for what is coming, do not wait for it to get here. If you run out of space because you have not planned ahead you are not serving your cemetery or the people that want to be there.
- Continue to make cremation interments an EVENT for families. Do not minimize the interment process simply because it is easier to inter cremated remains compared to a casket.
- Be open to suggestions from families, have a policy IN WRITING —and STICK TO IT—regarding the disposition of cremated remains.
- Diversify as much as possible and promote the value of the experience at least as much as the goods and services.
- Offer everything. When a family says they want to take dad home, ask “Why?” and why they do not want a permanent placement?
- Always ask the family to take a tour of the cemetery before they make a final decision about what they are going to do with Mom or Dad.
- Provide as many options as possible
- Listen to the changing needs of your customers and adapt by providing solutions that are important to them. Provide more choice and options for people.
- Price it to make money. We in the industry have made cremation inexpensive, not consumers. And they do not mind paying for service and quality.
Elisa discussed cremation growth at CANA’s 101st Annual Cremation Innovation Convention. Missed it? Soon, you can catch up with the on-demand event recording providing the latest CANA Statistics Report and how to use it to benefit your business: gocana.org/CANA19
CANA Members have access to the complete CANA's Annual Cremation Statistics Report, but you can see the highlights for yourself on our website. Members — don't know your password? Contact CANA for your login credentials and make full use of the benefits of CANA Membership!
Elisa Krcilek is VP of Sales and Marketing at Mountain View Funeral Home, Cemetery and Crematory in Mesa, Arizona. Elisa has been a licensed funeral director and embalmer for 25 years, is a certified cremationist, and is licensed to sell pre-need life insurance and cemetery real estate. Prior to joining the Mountain View team she was the Market Manager over Pre-Planning Advisors for Dignity Memorial in Phoenix. She was Director of Cremation Development for Stewart Enterprises until they sold to SCI. Elisa spent seven years as the District Manager of the West for Matthews Intl. bronze division. Her career started in Illinois in 1990 working for the Cremation Society of Illinois, where she was the VP of Sales & Marketing until relocating to Arizona.
Elisa was elected as President of CANA in 2019, the fifth woman to lead the association.
tips and tools
Posted By Administration,
Wednesday, January 30, 2019
Updated: Monday, January 28, 2019
I had the pleasure of presenting for CANA in 2009, and the past ten years have seen changes across the business world. What’s new or different about leadership today? And what are the biggest challenges leaders face in their businesses and communities?
In my work I advise hundreds of leaders each year. From their experiences, questions, hopes and fears, combined with the assessments of those they lead about what their leaders do well and what they do poorly, I’ve compiled eight challenges I hear most often and some suggestions about what to do to find your solution:
- Use of outdated time management thinking.
The research is clear: multitasking is a myth – switching between two tasks can take up to 40% longer to complete both. Life balance doesn’t make sense either. It is about life design: devoting the right number of hours and energy to the most important things. It is time to reexamine outdated beliefs about time management and productivity. The ability to focus intently (“single-tasking”) on what is important should be at the top of your productivity list. And don’t feel guilty if your life isn’t balanced if it is well designed.
- Treating those they lead as “followers.”
When asked what I think is the biggest change in leadership, my answer is followers. Those we lead increasingly resist thinking of themselves as followers, and for good reason. This is a limiting term that poorly represents the relationship we need. Employees want to be (and deserve to be) thought of as contributors, colleagues and team members. The concept of “following” to those we lead is as negatively tinged as referring to those in customer service as “servile.” Unless you’re a religious guru, you are better served leading a team of contributors than a band of followers.
- Fear of the great unknown.
No leader likes uncertainty but today the size and impact of the unknown can be more devastating than in the past. Nassim Nicholas Taleb wrote the definitive book about overconfidence in our ability to predict, anticipate and plan. He describes the improbable black swan: an unpredictable or unforeseen event, typically one with extreme consequences. Many leaders act as if black swans never happen, or can be avoided, but leadership is as much about taking action in the face of the unknown as it is gathering information to eliminate the unknown and mitigate consequences. No leader is clairvoyant, so he or she must accept the real limitations of knowledge about the future and act accordingly.
- A false dichotomy of ethics.
Trying to separate personal ethics from professional ethics is a bad idea. There are just ethics, and trying to apply two different standards isn’t just confusing, it is wrong. Why would you trust someone at work that you know to be a conniving liar in his or her personal life? And why would you allow something that you know is wrong to happen at work? One psychologist calls it the normalization of deviance: making it acceptable to do at work what is wrong to do outside work. Leaders work hard to create what I conversely call the “normalization of integrity.” Without clearly defined values that are lived and observed by others, ethics slip dangerously.
- Overemphasis on generational differences.
Not that long ago leaders often seemed to ignore generational differences. The pendulum has swung to another extreme. There seems to be a belief that everyone is so different we can’t effectively lead! Generations are different, and understanding those differences can provide effective tools for communication and collaborating better. At the same time people regardless of age share much in common: the need to belong to a winning team, meaning in their work, satisfaction in the jobs they do, and much more. Leaders must balance understanding and using differences and unifying their teams with shared interests and beliefs.
- Employee engagement.
It is as important as competing for talent, a common dilemma according to my clients. One of the biggest myths I encounter is the belief that if you just get the best people on your team, your job is done. John Wooden wisely noted that he didn’t want the best players on his team. He wanted the players that made his team best. That points to the importance of engagement and teamwork. Talent is a start, but it is never enough. Divisive star players and disengaged genius are both liabilities. Good leaders find the best people and then focus on keeping them engaged.
- Lack of preparation to successfully lead.
My research shows that only one in four leaders feels prepared when they assume formal leadership positions. Leaders need to learn to lead before they get their marching orders, not after. And that isn’t accomplished just through books and coursework but through real world projects and assignments where leadership skills are developed. If you don’t give your team members a chance to lead before they become formal leaders, they will lack the skills and confidence to lead when they move into management.
- Business model innovation.
While speaking to a global technology company, I learned that their executives were more worried about innovation in business models than the impact of technology. A business model is the way a company makes money, and can be used defensively against competitors, to reinvigorate revenues in declining markets, or as a way of exploring new opportunities. Few business models are exempt from the need to be revisited and revised regularly. Business model innovation is increasing at lightning speed and may well be the single greatest high level business challenge leaders face.
Which of these challenges are you facing? And what are you doing to meet them head on?
Here’s a final thought: no challenge + no change = boredom. You might wish for fewer challenges than you currently face, but ultimately dealing with challenge and change is the essence of leadership.
Want to talk leadership? CANA’s 2019 Cremation Symposium highlights business innovation tactics, maintaining your leadership edge, hiring well, and mentoring across generations. Mark won’t be joining us, but we have experts from across our profession to talk these issues and more. Join us next week in Las Vegas!.
Excerpted from The Cremationist, Vol 52, Issue 4: “10 Challenges Leaders Face” by Mark Sanborn.
, CSP, CPAE is president of Sanborn & Associates, Inc., an idea studio for leadership development. He is an award-winning speaker, internationally recognized authority on leadership and the author of the bestselling books The Fred Factor and You Don’t Need a Title to be a Leader. To obtain additional information for improving yourself your business (including free resources), visit www.marksanborn.com