Posted By Administration,
Wednesday, July 10, 2019
Updated: Monday, July 8, 2019
“Gina was a rescue beagle, shuffled between three or more households before finding her permanent home with our family and becoming the bereavement dog at the cemetery. Because she is so calm, affectionate, and well-behaved, we thought Gina would be a perfect addition to our staff. I found a trainer in the local community who worked to train me and Gina together on site at the cemetery. Over time, the demand for Gina’s services has grown among the bereaved seeking comfort. She’s trained to help people who come to make arrangements for memorial services and purchases of niches and urns. Gina helps lift families’ hearts, because no one can resist a warm, willing bit of affection.” — J.P. DiTroia, Fresh Pond Crematory
The use of therapy dogs is becoming more common, and there can be wonderful benefits to your business for having one in-house – after all, cute puppies are a great way to engage families! But as J.P. DiTroia, Lindsey Ballard, and Robert Hunsaker discovered, it’s not enough to just pick up a random pooch. The trio got together at CANA’s Cremation Symposium to tell attendees about their experiences integrating canines into the workplace. Their presentation illuminated several key points about therapy animals and the ways to incorporate the support and comfort dogs can provide to grieving families.
Dog Service—Definitions and Requirements
First, it’s important to understand the difference between therapy, service, and emotional support dogs. Therapy dogs are trained to provide affection and comfort to people in various settings, such as disaster areas, hospice, schools, nursing homes, and, of course, funeral homes. These pets have a special aptitude for interacting with members of the public and they enjoy doing so. Typically, emotional support dogs provide benefits to their owners through simple companionship as prescribed by a mental health professional. Service dogs are trained specifically to help people with disabilities such as mental illness, visual impairment, seizure disorder, etc. Due to the nature of their work, the latter two are permitted to travel with their human partners, but therapy dogs are not afforded special rights to enter a business unless they’re officially going to work there.
Not all dogs will make good therapy pets. The work—and, yes, it is work— can be tiring and stressful for the dog and requires the right personality. There are many characteristics to look for in a suitable therapy dog, including a deep love for all people (strangers included), emotional and physical calmness, and an affinity for being hugged and petted (sometimes by surprise or roughly). People have found success with rescue dogs, but caution that these animals can be particularly sensitive to certain situations and people and that may impact their training and work. Some breeds are more suited to guarding or protecting, but not emotional support.
Bella, a black Labradoodle, is the beloved Hunsaker family pet, but Robert soon identified that she would make a great addition to his funeral home staff. Not only is her temperament well-suited to working with people, but she’s also hypoallergenic so she doesn’t shed and most people aren’t allergic. This is important since she’s interacting with the public.
Fletcher, an Australian Labradoodle, was destined to be the funeral home therapy dog first, and a happy addition to Lindsey’s household second. Lindsey researched what breeds were most appropriate to the work, prioritizing that the animal be hypoallergenic, too. She chose a breed, located a breeder, and, since he would also be the household pet, made sure to identify the perfect pup for her family.
The three presenters emphasized that once you find the right dog, both the animal and the humans who work with the dog have to be properly trained. The dog needs to learn good manners and to be able to respond appropriately in various situations. The people need to learn to interpret the dog’s body language and communicate effectively with the dog. There are many organizations that can provide therapy dog certification, including the American Kennel Club, Delta Pet Partners, and Therapy Dogs International.
Unlike J.P.’s Gina, Bella wasn’t trained on site at the workplace. Because the Hunsakers hadn’t originally intended for her to be a therapy dog, she didn’t start her training until she was a little over two years old.
It’s a common misconception that therapy dogs have to be adopted as puppies and trained from the beginning. Most trainers will help determine whether you have a prospective therapy dog or not by doing a needs assessment. Bella was put through her paces by her trainers before they committed to taking her on. Robert emphasizes that it is best to make sure you have someone who’s qualified to train your animal in what you want her to do before you add the dog to your staff.
Bella was trained by Lorenzo’s Dog Training Team, a national organization based out of Ohio. Robert did his research, talked to the vet and other community members, and decided on Lorenzo’s because they’re a nation-wide organization with trainers throughout the US. Bella was enrolled in their four-week off-site training program. Lorenzo’s would bring her back to the funeral home on the weekend to train Robert in the commands Bella learned off-site that week. Having her gone for a month was rough, but the results were amazing. The follow-up training 30- and 60-days after she came home ensured that Bella maintained the skills she learned, and added a couple of new skills each time.
Lindsey brought Fletcher home on a Monday. Tuesday was his first time in the funeral home. And Wednesday was his first puppy obedience class. She had already mapped out their long-term training schedule to follow a two-pronged approach: 1. Socialization, and 2. Obedience.
Long before Fletcher was old enough to start working with the public, Lindsey emphasized his socialization with as many types of people as possible – diversity of appearance, size, and age as well as people with wheelchairs, beards, hats, etc. That way, he’d be ready for the broad range of people he’d meet at the funeral home. She took Fletcher to all of her business locations so he’d become familiar with the each different environment, including the floors, staircases, elevators, and future human colleagues. Lastly, she worked on exposing him to the diversity of experiences he might encounter: thunderstorms, interactions near caskets and during bath and meal times to make sure he would be comfortable with anything that might come his way.
Fletcher attended, and passed with flying colors, many types of obedience training at every level of difficulty. Then, beyond standard obedience, he was also trained in tricks, therapy classes, and agility classes. Once this basic work was accomplished, it was time to pick out a specific therapy group to work with. From the beginning, Lindsey knew she wanted to be part of his training every step of the way. So she chose Pet Partners, a non-profit that hosts a national registry of trainers.
Rather than certifying only the dog, both the human trainer and the pet are registered as a therapy team. Lindsey and Fletcher were trained equally as a dog and trainer to support each other, with a special concentration on teaching the human half how to read the dog’s body language and advocate for him. Once Fletcher was a year old, the duo was able to take the in-person evaluation for certification. Once certified, they’ll still need to be re-evaluated every two years to ensure continued training.
On the Job
Bella comes to work every morning, about 5:30am. She has a set area in the funeral home where she comes in, gets brushed every morning, gets her vest on, and, with that, it’s an immediate transformation from an active, three-year-old pet to working therapy dog.
She’s very visible. When a family comes in, the staff can tell immediately whether they want to engage Bella. Probably 80-85% of family members acknowledge her and want to have some type of interaction. Due to her training, Bella won’t interact until commanded to do so as some people are afraid of dogs or dislike them. She’s been well trained to stay.
If engaged, Bella will attend arrangement conferences and aftercare appointments, funeral services, and visitations. She’s active in the grief support group at Robert’s funeral home on the third Thursday of every month. She attends most of cemetery gravesite services, and some pre-planning presentations at area nursing homes and care centers. She’s very busy.
Robert is sensitive to her needs. Working dogs are constantly thinking about what they need to be doing. It’s emotionally draining for the animal. So, in the afternoons, Bella has a special place in Robert’s office that’s become her area to decompress. She’ll take a break there for an hour or two. And when she gets home after work, she’s tired just like any of us. Even if it’s not particularly physically draining, it’s a lot of emotional work.
Like Bella and Gina, Fletcher attends community events, greets families, and sits in on visitations and arrangements. For Lindsey, the biggest value of the therapy dog is greeting families. While funeral professionals are very comfortable walking into a funeral home, crematory, or cemetery, it’s often a hard step for families to take. Fletcher welcomes the families at the front door and helps to keep people at ease.
Lindsey also finds that families linger longer with Fletcher there. When a devastated husband and daughter dropped by to pick up their loved one’s urn, their visit lasted for twenty minutes. When the daughter saw Fletcher, they stayed to play with him, pet him, take selfies, and derive comfort. The dog clearly made an impression: the next day, another family member came back to pick up information on cremation jewelry and asked about the dog.
Things to Consider
There is more to the process than just finding the right dog and going through training. You will need to consider all of the costs involved (purchasing the dog, training, vet bills, food, etc.), how much time and commitment will be required for both training and daily care, the logistics of when and how the animal will interact with people at the business, and more.
Robert estimates that they’ve invested about $2,000 in Bella-- $1,600 in training and $400 in equipment (vest, collar, leash, and other needs). Then there was the initial cost of getting Bella (around $500) and monthly expenses (between $150-$200 for food, grooming, and the vet). The dog has a standing groomer’s appointment every other Thursday to stay presentable; she goes to the vet every six months to ensure she stays healthy.
Liability for having a pet on site also needs to be considered. Check in with your insurance provider to see if they offer coverage for therapy dogs. Additionally, the professional training service you use may offer some form of coverage.
Besides the monetary expenses, a substantial amount of time is invested therapy dogs as well. Robert estimated that reinforcing Bella’s training took 30-60 hours over the first three months--about an hour a day. And he still spends 30-45 minutes to get her ready every morning and reinforce things she’ll need to do that day, particularly if she doesn’t do it frequently.
Similarly, Lindsey and Fletcher maintained a continuous training schedule for more than two years of in-person and online classes. And considering that Lindsey was also completing her MBA, moving, orchestrating the remodel of one of the businesses’ locations, managing staff turn-over, and running the family business, there were some days that made prioritizing Fletcher’s training a challenge.
Robert involved two of his staff in Bella’s training to handle her when he’s absent. They know her schedule, her needs, and her commands so she can still work. He emphasized that you can’t take on this work by yourself – you’re serving families and you’re running a business, so you need buy-in from your staff to make it work.
Lindsey agrees that managing staff is key, but never thought about the great impact it would have on them. Funeral directors are often up at all hours, working extended days, and emotionally drained. For Lindsey’s staff, being able to take a moment to pet the dog and play fetch or tug with her has been great.
They’re Still Dogs
One of the most valuable lessons for Lindsey was the need to advocate for Fletcher. His afternoon breaks are key to his well-being, as are mental and physical exercise in the morning to make sure he’s focused for the day. She also stresses that you have to be ready for anything. These dogs might be staff, but they are still animals who tend to sniff people in embarrassing places, lick or scratch themselves without regard to proper etiquette, and must relieve themselves when necessary, so be prepared.
J.P., Lindsey, and Robert agree that this experience is only for those who really love animals, especially dogs. It’s a commitment for the trainer and the entire funeral home. Despite this, everyone concurred that the benefit to their businesses and the families they serve made all the effort worthwhile.
One interesting aspect of the presentation at the symposium was that it moved attendees and panelists to discuss how to memorialize the therapy dog itself after death. These animals have a big impact in the community and bring people in to the funeral home. Robert recommended having a plan to begin training a new dog for continuum of care for the community. Lindsey mentioned how a professional colleague who has maintained several therapy animals holds services and invites other bereft pet owners to come in to memorialize together. J.P. emphasized the service, the memorial, and the final placement.
This post is excerpted from Robert Hunsaker, Lindsey Ballard and J.P. DiTroia’s Therapy Animal panel at CANA’s 2018 Cremation Symposium. Save the Date for CANA’s 2019 Cremation Symposium: February 26-28, 2020 at the Paris Las Vegas Resort and Casino.
Can’t join us? We’ll have recordings available so you don’t miss out on this amazing content.
Robert Hunsaker, co-founder of Hunsaker Partners, has been involved in the funeral industry his entire life, as his father was a funeral director and they were living in a funeral home when he was born. From an early age, he has worked for a memorial park and a group of funeral homes. He finds great satisfaction in helping families during a very difficult time of their lives and enjoys establishing relationships with all those he is honored to serve. Robert has a Bachelor of Arts in Economics from Weber State University and has worked in sales and executive positions for several companies that serve the funeral industry, including: Batesville Casket Company, Great Western Insurance Company, Service Corporation International and SinoSource International, Inc. Robert serves on the Cremation Association of North America board of directors.
Lindsey Ballard is a third-generation funeral director and owner of Ballard-Sunder Funeral & Cremation in Minnesota. She loves her work and is passionate about creating personalized and meaningful services for the families she works with. Lindsey is always looking for new and inventive ways to serve her community, including the work she does with her dog, Fletcher. Lindsey serves on the Cremation Association of North America board of directors.
J.P. DiTroia serves as President of the U.S. Columbarium Co. at Fresh Pond Crematory in Middle Village, NY and has worked there since 1967. He served on the Board of the Metropolitan Cemetery Association for 9 years and is now co-chair of the Cremation Committee. He presently serving on the Board of the New York State Association of Cemeteries. He has been a committee member of the Metropolitan Funeral Directors Association since 1979. His therapy dog’s name is Gina.J.P. serves on the Cremation Association of North America Membership Advisory Group.
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.
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
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.
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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!