Posted By Administration,
Wednesday, April 10, 2019
Updated: Tuesday, April 9, 2019
Conflict. Confusion. Controversy. Crisis.
Those are NOT the 4 C’s of effective messaging. Instead, those often are the negative ramifications of poor key message development. Think about nearly any life situation where there is conflict, confusion, controversy or crisis. Nearly every time, one root of the problem is failure to communicate important information.
We’ve all seen the results of bad messaging. People misunderstand a public policy because the explanation is laced with complex jargon understood only inside the Capitol building. Or, the reputation of a person or institution becomes woefully out of date because no one has made time to refresh the words they use to describe themselves. Often, bad messaging thwarts success when it comes to public awareness and reputation management.
A fundamental component of any communications campaign is crafting effective key messages that support the organization’s overall goals and accurately convey information to the most important audiences. Simple, but far from easy to do.
The four C’s of effective messaging are:
Simple, non-ambiguous terms are best. The faster you make the main point, the better. And, if you can inspire the listener to imagine a mental picture of exactly what you have in mind, that’s fantastic.
Consider President John F. Kennedy’s speech to Congress on May 25, 1961:
“First, I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the Earth.”
The immediate reaction to most must have been, “Wow!” And, to this day, Americans remember that it was Kennedy who proclaimed the United States would put an astronaut on the moon… and then in 1969 we did.
Think about how scientific jargon and bureaucratic language could have killed the inspiration of the moment if they’d crept in. What if the President’s speech had led with a recitation of complicated technological advances that would make space travel better? What if he’d talked for five minutes about metals, plastics, thermodynamics and aerodynamics? What if he’d waited until the end to mention that a human being would walk on the moon – and then come back to Earth?
Highlight the gold nuggets of your messages distinctly and right away.
Employ well-chosen words and phrases that are unique to your organization, are memorable and distinguish you from others. You don’t want to sound like everyone else. So, identify words and phrases that are pinpoint-accurate, novel, and best describe you, yet are terms that your competition absolutely cannot use. Curate a collection of the most alluring words possible that stay true to your mission and purpose. Avoid the generic.
After facilitating countless messaging sessions for clients over the years, I can assure you that everyone is promising “high quality” products and services, “providing outstanding service,” and “excellence.” So many call themselves “the premier” organization in their field (some spell it “premiere,” but that’s a different conversation). And, it seems that every other organization will guarantee you they’re making an “impact,” helping you achieve “impact,” or even more cringe-worthy, they’re “impactful.”
Transform those overused words into bigger, aspirational ideas. Dare to be fresh and shake up the status quo.
Well-chosen words also help you build and maintain credibility. If you’ve adopted messages that are true and unique to your organization, people will understand and believe what makes you special. You want to use charismatic words in a balanced way, so they convey enthusiasm without hyperbole and support credibility at the same time.
Use fewer words. The best key message sentences are short and pithy, packed with powerful words that speak for themselves. Concise language and writing always win the day. In today’s “click, click, click” world, it’s even more imperative to speak and write in shorter, more interesting sentences.
A “No Trespassing” sign is concise and clear, and the treacherous dune cliff behind the sign is consistent with the message.
Resist the urge to use a whole paragraph to explain each key message sentence. If the key message needs explaining, it’s not an effective key message sentence. Start over. Simplify. Break it up. Go back to your mission statement. Think about what a 30,000-foot view would look like. What is the one, simple point you need to make? Re-write the key message. Repeat with other key messages.
Boiling down the essence of an organization to three to five key messages is an ideal way to start. Organizations that communicate best do this. Those three to five key messages need to stand on their own with no propping up and no footnotes. Every organization can do this. Again, it’s simple, but not easy.
To some, three to five key messages may seem too constricting. Keep in mind that once you’ve crafted those overall messages, you may choose to write supporting key messages. However, those supporting messages are reserved for use only in situations where your audience – not you – wants more detail and supplementary information. Don’t foist unwanted words on people you are trying to engage. Be ready for them to tell you that they want more. Your supporting key messages also must use clear, concise and well-chosen language.
Whether you are the leader of a corporation, a nonprofit, an association or the United States of America, it’s your responsibility to ensure consistency of message. You and everyone else who speaks or writes on behalf of your organization must use your organization’s painstakingly-crafted key messages every time.
This consistency underpins credibility and builds staying power in brand identity and reputation. Message consistency also is paramount in internal communications and is a lynchpin of healthy corporate culture. I’m not endorsing robot-like recitation of scripts. Instead, the goal is that all communications use the key words and phrases of the organization. This leaves room for each speaker to adapt the key messages to his or her speaking style. And, it allows people to write about the key messages in ways that are consistent with the overall meaning.
Organizations that communicate best ensure that all representatives know the key messages and are well-practiced in conveying them. This starts with board members who spend time internalizing key messages, so they can present them to internal and external audiences to advance the goals of the organization. It continues with rigorous training for executive leaders and communications professionals whose jobs require them to define and explain the organization every day. And, many organizations ensure that every front-line professional is well-versed in key messages, so all of them can handle workplace situations in ways that support organizational goals and culture.
We PR types always preach that consistent messages and repetition are the hallmarks of effective communications. But can being consistent and repeating a key message become tired and boring?
How do you keep messages fresh and vital while still repeating them so that your intended audiences remember your main points? How do you strike a balance between repetition that builds strong brand recognition and repetition that makes your story so stale that people say, “Oh, no, not THAT again?”
It boils down to one communications rule that may be more sacred than staying consistent with messages:
Know your audience.
It’s always about the audience first. The best communicators formulate what they’re going to say based on their audience’s needs. Why should this group care about what I want to tell them? What’s in it for them? What words and anecdotes will best resonate with them? The way I perceive the situation is less important than how the audience will receive it, so how do I immediately hook their interest in my topic? If I tell the old chestnut story again, will this audience relish it or disdain me? Answering those questions before you open your mouth will make your key messages fresh and tailored to the audience and prevent you from boring them with old chestnuts.
Sort and Balance the Chestnuts and Messages
The audience’s appetite determines whether your story is a luscious treat or a stale old chestnut. Before you address a group, understand their point of view and tailor your consistent messages to the audience’s needs. If they hunger for chestnuts, go ahead and tell those old stories that resonate best with them. If not, stay with the consistent key messages, freshened up.
This post is excerpted from Kathy Schaeffer Consulting, LLC blog posts: Chestnut or Consistent Message? (August 14, 2018) and 4 C’s of Effective Messaging (April 11, 2018). You can read these and more recommendations for public relations strategies including public speaking, persuasive writing, and communications on their publicly available blog: http://www.ksapr.com/ksa-blog.
Public relations activities help you build a positive reputation and educate important audiences in your community long before members of those audiences need your company’s services, and long before you need their support, such as for plans to build a crematory in your community or expand your operations. The CANA PR Toolkit, developed with professional PR firm Kathy Schaeffer Consulting, LLC, is designed to help you craft your PR strategy to grow your reputation and educate your community. This exclusive member benefit is available online and on-demand, whenever you need it most.
Kathy Schaeffer, principal of Kathy Schaeffer Consulting, LLC (KSC), is a lifelong Chicagoan who now spends her time in Chicago and Michigan. Kathy founded Kathy Schaeffer and Associates, Inc. (KSA), her issues-oriented Chicago PR firm, in 1994. Today, through KSC, she continues to serve clients trying to make the world a better place. CEOs praise Kathy’s media and spokesperson training and strategic counsel. Intuitive, inquisitive and straightforward, Kathy stands apart from sycophantic publicists. When she’s not working, you'll find Kathy swimming, biking, cooking or tasting wines.
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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
Posted By Administration,
Wednesday, August 22, 2018
Updated: Wednesday, August 22, 2018
Everybody knows some of the challenges we have in the industry right now, and that 2016 marked the first time there were more cremations than casket burials. Now, as we approach 2020, the cremation rate in the US is expected to be about 56%. This is one of the biggest challenges we face every day. Additionally, studies show that the percentage of people who feel a religious component is necessary to their service is declining rapidly. Five years ago it was about 50%, this year it’s about 40% -- a loss of about 10% of people who feel a need for a traditional religious component to their service.
Some more challenges: 70% of baby boomers do not want the same type of service that their parents or grandparents did and 62% want a much more personalized approach. Many of us, even some reading this, still only offer the very traditional services that we offered several years ago: 90% of cemeteries and funeral homes only offer very traditional things. So though consumers say they want something different, we offer them the same. We have a traditionalist mentality and the statistics mentioned above support that.
This one is probably our fault: 68% of families want an organized gathering of some sort, but only 16% know that they are able to have one. We’re the ones that said “Hey, let’s call this direct cremation and we can sell this for $495, $595, $695, $795 – cheap, cheap, cheap, cheap!” Finally, about 70% of families know they have an ability to be in a cemetery. I grew up in cemeteries, I’ve been in the cemetery business for 30 years – that statistic drives me absolutely nuts. We need to evaluate all of these challenges and find strategies to overcome them.
Strategy: Relevant Offerings
When we talk about relevant offerings, we need to give people a reason to see us other than visiting a loved one. In order to do this, you need to produce some relevant offerings at your location.
In cemeteries, I suggest having multiple products in one area: in-ground, above-ground; multiple price points – 6 or 7 is a good number (less and you look like a tightwad, more and you’ll confuse not only your families, but your staff as well); personal and private. Picture a planned community with some private homes, clusters of quad homes, and then a high-rise condominium that houses 800 people. You have a couple options as you flow through the space. But again, you have to make sure that you are giving people a reason to come visit you without visiting their loved ones. And it can be done.
Many businesses in our industry are opening their doors to other events. The right space can be used for a field trip, a wedding, and other community events. Relevancy is something we need and lack in this industry and we have to get out of our own way sometimes.
Offering food and beverage is one of the hottest trends in this industry. We’re trying to find ways, especially with our cremation consumer, to create value in what we do. Remember only 16% of families know they are able to have a gathering but 68% want one. How can we bridge that gap? It’s simple, folks: when a death occurs, between the death and when the service or cremation occurs, people eat an average of 7-9 times. That means we have 7-9 times to serve a family other than “Hey, how about a direct cremation today? Great, hand me your $695 and let’s go home.” Valuation consultants estimate that if you were to add just 12 hospitality services a year, it could bump the value of your business up $400k. With 12 a year at $600, that increases your sales and the value of your funeral home or cemetery.
Keep in mind that hospitality is a strategy. You’re not selling food, you’re not selling beverages, you’re not selling your room rental. We have to stop thinking like that. You’re selling experience and convenience. A widow who just lost her husband of 60 years has family coming in but the last thing she wants to worry about is how she’ll feed them. It’s an added stressor, so offer food trays and include it with the service or with the opening/closing fee. It becomes an automatic add-on – provide a nice platter to the family every time they come in. Stacie Schubert corporate catering for SCI, and she says “catering is for the busy, not the affluent.” Change your mindset. We think, “Catering? That’s going to be really expensive,” but it’s for people who are too busy to worry about eating the 7-9 times after a death occurs and before a service happens.
How can we plug in hospitality as part of what we’re doing? We don’t have to, but I can promise you somebody is. It may be your local hotel, country club, banquet halls, and restaurants. Every one of them is in the funeral home and cemetery space getting $1,500 for the ballroom plus food and we have the same facilities and can do the Same. Darn. Thing.
We need to create a space to hold a non-traditional funeral service. Today’s consumers are telling us repeatedly that the days of having a visitation from 6-8pm, a service at 8pm, and a graveside the next morning are done. We’ve got to find a way to meet the needs of the consumer instead of always saying “Here’s how I’ve always done it, I’m going to continue to do it this way.” I heard a joke recently,
How many cemeterians does it take change a lightbulb?
My granddaddy put that lightbulb in 40 years ago, why would I need to change it?
Provide a full catering package, and think past the funeral luncheon. A lot of people are following the family home with food after the arrangement conference because food is the last thing they’re thinking about after they just signed the authorization to cremate Dad. But they need to eat – they physically need to eat. So, people are following them home.
Give people what they want. I’m not saying you need to go out and build a huge facility, most people are retrofitting what they have.
None of this really matters unless you’re able to get the word out effectively. If only 16% of families know they can memorialize somewhere, we’re not doing a good job educating people about what their options are and about what we have to offer. We do a great job saying “direct cremation: $495,” but we don’t do a good job everywhere else. We have to be able to show we’re the experts, but more than that we have to be able to humanize ourselves to them. We’re not just creepy funeral directors, crematory operators, or gravediggers.
Did you know that YouTube is the second biggest search engine after Google? People are going to YouTube for information, 3 billion searches a month, but how many of us have an active YouTube channel? And how many people have an active email campaign? What about tying to a social cause? Giving a percentage to a charity or foundation – how hard would that be to do? You say “it’s not really relevant, John. These Boomers don’t care about that.” But guess what happens when a death occurs? They sit down with their kids or their grandkids and say “what are we going to do with Dad now?” And one of the kids, one of the 25- or 30-year-olds, googles “cremation” and sees a direct cremation for $495. So it’s not just the 80 year old person that we are serving anymore, it’s a whole lot of layers underneath that 80 year old person. And the younger generations do care about those kinds of things.
One idea is to get a cremation “genius” on your funeral home or cemetery staff – someone who specializes in cremation. Roll with me here – it’s not just how the crematory works, it’s “Oh, you want to wait and do this 6 months later? Okay. We’ll cremate Mom now, hold her here. Here’s a list of hotels, caterers, cemeteries and we’ll put this together and in 6 months we’ll have a service.” It’s similar to how you walk into an Apple Store and you talk to a “genius” and they know everything there is to know about their product. But in our funeral homes or cemeteries, we have one person who does a lot and they have to know everything. Yet with cremation we're generalists – we’re not focused on knowing everything there is to know about the process, what drives the cremation consumer, what they look like, or what pushes their buttons. But it’s what people expect.
Everyone knows the old adage that value has to equal price, but I’ll take it a little further: the perceived value has to equal the price. Sales 101 in two paragraphs:
People buy for two reasons: to get rid of a problem they don’t want or to create a result that they want but don’t have. It’s that simple. Think of your position in your marketplace with your pricing just based on that. Now let’s break that down a little bit more. You’re selling utility, the value of your product. You don’t buy a can opener to sit and be pretty, you buy it to open cans. Consumers don’t pay for products, they pay for what the product does. We have got to define our added value. We have to create something significant for people we serve. A lot of cremation is low-cost, cheap and easy. I’m not saying it shouldn’t be that way, but you can still create value for “cheap and easy.”
People buy from you for two reasons: they like you and they trust you. If they like you and trust you, they’re going to buy from you. If they don’t, they won’t (or they might, but not much). Once they see the utility behind what you’re doing, they want to see the credibility. Once they think you can deliver what they want you to deliver, they want to make sure it’s relevant to them. This is often the most crucial stage in closing the deal. To successfully get through this phase of the sale, two key skills are required: the ability to question skillfully, the ability to listen carefully. Part of our biggest problem in dealing with the consumer is not listening. We already know. We’re programmed with what we’re supposed to say. When they skew, we try to bring them back.
So, dig a little deeper. Ask questions and listen to their answers: “Tell me about yourself and your family.” Push the papers, the contract away and ask them to tell you about them. Even with a direct cremation, do this and build value.
“If you could design the perfect way to remember your loved one after they are cremated, what would it look like?” Don’t just show them the 14 urns in the catalog or on the shelf, ask them to describe what the urn, the service, the keepsake would look like. Then make relevant suggestions and create value.
What do you do?
Make a plan.
Understand where you are, create a baseline. Take the key points from this post and create a strategic plan to get where you want to be. Decide what changes you would like to make and how you are going to make them. Focus on something you could implement immediately, then focus on the short term. “When I’m at the CANA convention next year, where do I want to be?” Set a target or improvement goal. Make the beginning something easy to create value. But then set the long-term goals and figure out what you need to do in a year to make it happen. Then, make it happen.
This post was transcribed and edited for length and clarity from John Bolton's presentation at CANA's 100th Annual Cremation Innovation Convention on July 27, 2018 at the Fort Lauderdale Marriott Harbor Beach Resort & Spa in Session 7 • Beyond the Niche: Creating an Effective Cremation Development Strategy, to lead us past the “If we build it, they will come” philosophy and break down the ins and outs of developing a true cremation strategy to effectively meet the needs of today’s non-traditional cremation consumer.
With a wide range of valuable networking and educational opportunities, the CANA Convention featured sessions that examined the last 100 years of CANA conventions and growth in cremation, evaluated where businesses are today, and focused on the next 100 years by providing strategic and practical information for long-term success. Missed it? You can access John's full presentation recording and all other speakers' wisdom on our Learning Management System. View session descriptions and pricing here: gocana.org/CANA18.
Save the Date for CANA's 101st Annual Cremation Innovation Convention in Louisville, Kentucky July 31-August 2, 2019.
John Bolton is President of Blackstone Cemetery Development, which specializes in the planning, development, construction and marketing of cremation garden areas and digital mapping. With over 15 years of cemetery development experience and 30 years in the death care business, John has designed and/or implemented over 500 cremation development projects across the United States. During his 30-year career, he has served in almost every facet of the industry. He has actively managed and owned medium to large cemeteries, and funeral home/cemetery combo’s in East Tennessee, and Southwest Virginia.
tips and tools
Posted By Administration,
Wednesday, July 25, 2018
Updated: Wednesday, July 11, 2018
The funeral industry has a challenge on its hands: consumers are choosing cremation, but they know little about it. They don’t know the process, the possibilities for memorialization, and they don’t understand cremation’s history. Worse, because America’s cremation story has largely been untold, misconceptions about the industry fill the gaps.
Cremation in the United States is the new tradition. In 2016, cremation reached a major milestone when it eclipsed casketed burial as the most popular form of disposition—and it shows no signs of slowing. In 1960, only 3.6% of Americans chose cremation. In 2016, 50.1% did. But even as cremation has soared in popularity, a significant lack of understanding about the process and possibilities of cremation exists. That’s why the History of Cremation Exhibit is so important.
On September 16, the National Museum of Funeral History (NMFH) celebrates the opening of The History of Cremation Exhibit, a joint project developed with CANA to tell the full-circle story of cremation in America: from chronicling its birth in Pennsylvania to demonstrating a step-by-step modern cremation process and illuminating the seemingly endless possibilities for memorialization. Visitors will walk away with a new respect and appreciation for this widely misunderstood industry.
What does Cremation have to do with Funeral History?
The National Museum of Funeral History was founded in 1992 to realize Robert L. Waltrip’s 25-year dream of establishing an institution to educate the public and preserve the heritage of death care. The Museum provides a place to collect and preserve the history of the industry, including how it began and how it has evolved over time. Permanent exhibits feature vintage hearses, international funerary practices, and tributes to notable figures, but no exhibit had touched on the fastest growing method of disposition in the Western world – cremation.
Like its history in America, the global story of cremation is marked by wide-swinging societal shifts. From its ancient use in Roman and Greek culture to purify and honor souls through fire, to its Christian condemnation as a pagan ritual, cremation’s road has been long and conflicted. And people were curious about this story – museum visitors left comments about cremation’s glaring absence from the museum when it’s so present in society.
How did cremation make such a giant leap forward in American society?: The First US Cremation (an exhibit sneak-peek!)
In 1876, the LeMoyne Crematory in Pennsylvania became the first crematory in the United States. That same year, a man named Baron De Palm was the first person cremated there. The inaugural cremation was an event. Local Board of Health members and physicians were invited. Crowds gathered outside the crematory hoping to get a glimpse of the mystical method of disposition by fire.
A handful of honored guests received a small, clear apothecary jar filled with a portion of De Palm’s cremated remains. Those jars signify the birth of cremation in America, and one of them will be on display at the unveiling. Visitors will experience the transition from 1876 to today, from a replica of the LeMoyne Crematory to a modern cremation chamber.
The exhibit is a first-of-its kind undertaking, not merely displaying interesting artifacts, but telling a visual story of cremation in America through historical urns, pamphlets, replicas of original equipment and other artifacts, while educating on the technology and memorialization possibilities of modern cremation. Like the witnesses to Baron de Palm’s cremation, the exhibition will allow people to go behind the scenes—seeing cremation containers, the process, how we recycle, and how we memorialize.
More than getting America’s cremation story in one place, The History of Cremation Exhibit delivers well-deserved clarity to an industry shrouded in mystery. The exhibit will demystify cremation for the public, particularly that cremation memorialization means more than an urn on a mantle. The exhibit will showcase cremation history, but also help the public understand memorialization options and open their eyes to things they never knew about cremation.
While cremation continues to rise in the United States—more than half of Americans are choosing it—too often, people stop at “just cremate me.” Moving beyond direct disposal, the exhibit will showcase meaningful ways to memoralize whether adhering to tradition or creating a personalized experience. This exhibit provides an understanding of the complete cremation process, including the role of the funeral director and cemeterian when exploring options for cremation and permanent placement of their cremated remains.
By the Industry, For the Industry
The idea for an exhibit began long ago when Jason Engler, a funeral director who has been involved in funeral service for most of his life, began collecting facts and artifacts at 12 years old. When he joined CANA as its official historian, he began exploring ways to communicate the fascinating beginning of the American Cremation Movement to a wider audience. This exhibit features much of Engler’s own extensive collection as well as other CANA members’ donated time, resources, and artifacts. Together, they tell the story of cremation and the possibilities for memorialization.
But it’s not simply about educating the public. The exhibit will demystify cremation for funeral service professionals as well. Even seasoned funeral directors and cemeterians struggle with presenting all the options and effectively educating consumers on cremation. Some in the industry may even personally dislike cremation, but they are not alone. Twenty-first century funeral service professionals are the latest in a long line of professionals who struggled with and succeeded in meeting the needs of cremation families.
For a long time, cremation was taboo and certain religions and people within the funeral industry didn’t accept it. But the cremation rate shows that opinions have changed and this exhibit takes a large step toward acknowledging cremation’s history in our profession—and we should take a great deal of pride in it. Understanding the historical context of cremation allows you to learn from the past and embrace the future.
What to Expect at the History of Cremation Exhibit
A driving force behind The History of Cremation Exhibit is Jason Engler, CANA’s official historian. Engler donated approximately 90 percent of his personal collection of historical cremation items to the exhibit, including:
- 140 books, pamphlets, and brochures about historic cremation facilities
- 120 urns, some dating back to the late-1890s
60 postcards depicting various crematories
20 urn catalogues printed from the 1890s to the 1990s
20 original articles, documents, certificates, and images about different aspects of cremation
Outside of Engler’s collection, the exhibit will feature some extraordinary items from the LeMoyne Crematory, which opened in 1876 as America’s first crematory:
A notebook listing all who were cremated at LeMoyne Crematory, which was kept by the designer, builder, and operator of the crematory
A book written by Dr. Francis Julius LeMoyne, LeMoyne Crematory’s founder
A copy of the exclusive invitation for the cremation of Baron De Palm, the first modern cremation in the United States
The casket plate from De Palm’s casket
An apothecary jar containing a portion of De Palm’s remains
The exhibit will also showcase the casket lid of the first woman cremated in America—Jane Pitman, who died in 1878. Visitors will also see a letter written by her husband, Benjamin Pitman, requesting her cremation.
Throughout the exhibit, visitors will see how cremation has evolved over time—the changes in societal views, equipment, and memorialization options.
How to Donate to the History of Cremation Exhibit
Financial or artifact contributions are what make the History of Cremation Exhibit possible. Please consider donating to the History of Cremation Exhibit today.
Read on to learn more about the history of cremation starting with the role of women in the Cremation Movement and how the Memorial Idea has changed since the first cremation. This post was excerpted from The Cremationist, Vol 54, Issue 2: “Preview of the History of Cremation Exhibit” by Kelly Rehan.
Jason will present on the history of cremation and our association at CANA’s 100th Annual Cremation Innovation Convention tomorrow! Do you know what cremation innovation will look like in 100 years? Share it with us for our time capsule to be opened in 2118!
Posted By Lori Salberg,
Monday, June 25, 2018
Recently I went to a local store to purchase school uniforms for my youngest child, who after years of agonizing anticipation, gets to finally join her two siblings at the “big school.” I wanted to embrace her enthusiasm for the transition. So, one week after her pre-school graduation, and at least two months before the first day of school, we headed to the uniform shop. I had received a “rookie days” coupon worth 20% off my bill if I came in before the back to school rush. Why wouldn’t I jump on this? My daughter was so excited! We loaded up on polo shirts, pants, skirts, jackets, sweaters, and a new backpack. Unfortunately, I made one critical mistake. I didn’t realize it until I reached the register, but I forgot the coupon.
I hoped it wouldn’t be a big deal, since it really was more of a flyer than a coupon, without a bar code or discount number. To my dismay, my discount request was rejected. I was told that I needed to have the coupon in hand in order to receive the discount. I assured the store employee that I had the coupon and even described the hot pink, black inked design and where I received it. It was suggested that the store was still open for another hour and that I could probably drive home to get it and bring it back before the store closed.
I tried to plead that since they only offered the coupon to specific private schools, and mine was one, and I only knew about it because my child is clearly a “rookie,” purchasing the Kindergarten uniform for one of the specific schools, perhaps they could make an exception. No, unfortunately, I was denied. I asked if I brought the receipt and coupon before the expiration date at the end of the week, if I could receive a price adjustment. This was, thankfully, approved.
Two days later I notched out some time after work and between my son’s all-star baseball practice drop off and my daughter’s dance recital rehearsal drop off, to return to the store with the receipt and coupon in hand. After interrogating me about which particular employee gave me permission to get a price adjustment, the Assistant Manager reluctantly authorized the adjustment. This authorization came only after she had me identify the employee in an almost court-room drama style: “Can you please point to the employee.”
The employee in question first denied that he gave such permission. I’m certain he was afraid of the boss, but I was not walking away from this after all of my trouble. I had to remind him of our interaction, plead with him to look at my kids and remember how he helped us find a specific jacket in the stock room two days earlier. He eventually admitted to the interaction. Finally, after much anticipation, anxiety, and frustration, I’d get my discount.
Another employee at the register was visibly annoyed that she had to process the adjustment. She had to enter the return and then charge back all of the items on my extra-long receipt in order to issue a credit. This of course, was not her fault. After making her frustration known to me, and a few grumblings later, she did attempt to be polite. The Assistant Manager noticed but made no attempt to address this behavior or the situation.
She did give my kids a free grab bag with pencils and plastic toys; and entered them into a guess how many gumballs are in the jar game to win a gift card. A nice gesture, yet despite the freebies and fun promo, my customer experience was less than what I’d call positive. In fact, if they had one of those one-question surveys that every other retailer loves to ask these days, I know what my answer would be. Question: Based on your experience today, would you recommend this business to anyone? Answer: “No!”
Sadly, I have a feeling that the Assistant Manager thinks that I had a positive experience. Yet, I will make every effort to avoid this store in the future, and I’ve already told this story a few times to other school moms. They had an opportunity to WOW me, by making a small exception in order to make my experience more convenient. Instead, their strict policy wasted my time and frustrated their employee, which made me feel unwelcome and guilty for calling out someone who tried to help, despite the strict policy. The coupon was meant to make me feel special, but instead, the experience left me feeling burdened and untrustworthy.
Customer Experience Starts Before We Meet Them
Customer Experience is your customers’ perception of how your company treats them. CEO’s from companies like Amazon, Zappos, Chik-fil-A, Apple, and Southwest Airlines obsess over Customer Experience. When Amazon CEO Jeff Bezos explains why Amazon has become one of the most successful companies on the planet, he does not offer his genius or innovative technology. It comes down to one basic principle: outstanding customer service. Amazon’s brand promise is to become “Earth’s most customer-centric company.”
In fact, they have a return policy that is so liberal, they often tell customers to just keep items that were shipped incorrectly. This actually happened to me twice. The first time was when they accidentally sent me two DVD’s of the toddler video, Wiggles: Pop Go the Wiggles. I tried to return it, but they simply said, “we are sorry for the inconvenience, please keep it.” I’m sure the $8.99 was not worth the hassle of processing a return, but with that experience, they received a customer for life. The generous return policy is one of the reasons I, like millions of customers, love to buy from Amazon. They, unlike my local uniform shop, instill trust and confidence with the customer.
Amazon has permanently redefined what Customer Experience should be, making Customer Experience a primary source of competitive advantage in business today. With over 63% of all cremations going home, competition is fierce. We have to compete for customers more than ever before. In today’s business environment, we must assume that a customer is anyone who steps foot on our property and anyone who looks us up online. Customer Experience starts when they first learn about us to when they no longer need our services. Particularly for funeral homes and cemeteries, that journey may never end.
Customer perceptions affect behaviors and build memories. If customers like you and continue to like you, they are going to do business with you and recommend you to others. It is critical to develop a Customer Experience strategy, which leads to the level of satisfaction that breeds loyalty, referral, and greater sales volume. Keep in mind that 86% of customers are willing to pay more for a better Customer Experience!
Begin with a plan
Customer Experience must be part of your brand identity, it must be something that everyone on your team owns, and that you, as owner or manager, obsess over. Customer Experience is more important than any traditional advertising you do. How do you develop Customer Experience that makes everyone feel welcome, builds trust, and fosters loyalty? It starts with a plan – an actual strategy. Just like a marketing and sales plan, operations plan, budget and financial plan, master plan for development of cemeteries, you have to have a Customer Experience strategy. Start with this:
Have a vision - it starts at the top
- Find an owner
- Get everyone on board
- Understand customer needs – ask and really listen to understand
- Develop a roadmap to meet those needs
- Know how to measure success (and accept failure)
- Be ready for change, and make sure the whole team is too
- Sustain the momentum
Getting everyone on board and truly understanding customer needs is the key to a successful and sustainable program. As you learn about what it means to communicate with customers on their terms, you'll find it's easier to make informed decisions about your overall Customer Experience strategy. If you want to learn more about how to develop a Customer Experience strategy, please join me at the CANA Cremation Innovations Conference next month in Fort Lauderdale.
Lori will present on Customer Experience 101: How to Develop a Customer Experience (CX) Strategy at CANA’s 100th Annual Cremation Innovation Convention this July. We know you have high expectations from the presenters' content so learn from the experts on where cremation is going and how your business can continue its success. Learn more and register: gocana.org/CANA18
Update! One hundred years of conventions proves that CANA successfully tackles the topic of cremation by continually providing relevant, progressive content. The 2018 convention was no exception. Weren't able to join us? You can access Lori's presentation recording and all other speakers' wisdom on our Learning Management System. View session descriptions and pricing here: gocana.org/CANA18.
Our presenters are carefully chosen to ensure practical takeaways that you can apply to your business. Cremation consumers reject ritual and tradition and expect a unique and personalized experience. The industry has seen an influx of products and services that aim to create that experience. But Customer Experience is defined as how customers perceive their interactions with your company. Leading companies understand that how an organization delivers for customers is as important as what it delivers. That’s why Customer Experience is the next frontier for companies hoping to maintain a competitive edge.
Lori Salberg is Senior Business Development Consultant at Johnson Consulting Group. She has over 17 years of experience in cemetery, funeral home, and pre-need sales management. Lori began her career as a Family Service Counselor and quickly moved into management, rising to Associate Director of three cemetery locations. She furthered her career as General Manager of a large combo location and cremation center. She continued her career as Director of Administration for a national consulting management firm. As a member of the leadership team, Lori brought management expertise and software solutions to cemetery and funeral home clients. More recently, Lori contributed to the development of a cemetery software product; and as Vice President of Sales 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.
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