company culture | iRestore Restoration Software

From the Desk of Dad: 10 Wisdoms for Business

Posted on August 11, 2023August 11, 2023 by iRestore

By Lisa Lavender M.T.R., M.F.S.R., M.W.R.

Photo credit: Poike / iStock / Getty Images Plus via Getty Images

August 7, 2023

I lost my dad unexpectedly in June 2023. He was an amazing dad, grandfather, friend, mentor, coach and much more. He left a lasting impact on everyone he encountered. He was also my editor and so if there is a comma out of place or a poorly constructed sentence, you now have insight into my going off the rails a bit. As a bonus, he would pass along overall encouragement, constructive feedback, and his least favorite topics would be tools and technical which I would respond, “Dad, restorers like it.”

I could write a book to memorialize the lessons and wisdom that he passed along to me, my family, and anyone who was simply willing to listen and learn. I knew he contributed to the business. As I reflect, my father shaped me as a human being but also in business, and I realize more now that it is completely intertwined.

Since retiring as an executive from Prudential Insurance in 2004, he joined the team, giving himself the title of Consultant and then promoting himself to Sr. Consultant. He worked for snacks and an occasional thank you sandwich. He could do anything, but he chooses to work, mentor, coach, and follow his professional passions of insurance, developing others, company culture, and operations. He developed and executed courses, human resources, coaching, articles, research, and even would help prep meals for class, anything to help. And to quote my sister, on a note that he had saved and cherished, “We could not have done it with out you!” (the building of the business)

I take the opportunity to share some of the wisdom that he has passed along that has helped me and others find joy and success.

Be responsible and take care of your things: When I was 5, he had bought me new sneakers. I had left them outside. He hid them and addressed the “situation” to make sure that I learned and understood the value of the sneakers, the importance of respecting the value, and taking care of my things. He was fun-loving, not too strict; this story was an on-going joke our entire life as I would often dramatically recount the story and tell him that it traumatized me. Which leads to…
Laugh every day: We joked and laughed every day, like the day I accused him of taking the Ding Dongs. Inspiring the value of laughter and happiness. At the Restoration Technical Institute our purpose is found in Inspiring Happiness, Pride, and Innovation in others. The value of laughter and happiness in our operations is shared in: Is Your Organization HAPPY? Which leads to…
Shared values: It was over 20 years ago that he said, “Lisa, it is time to document the company values,” which inspired my first Restoring Success article, Core and Shared Values. Which leads to…
Focus on what is important and maintain perspective: He taught us to calibrate our perspective meter and focus on things that matter in the business. In a management meeting, he wrote on the board a “Give a SH!# Meter” that I adapted to be more “professional” and wrote about in, It’s All About Perspective. Which leads to…
Tacit approval: He educated me and brought focus to the concept of tacit approval by walking into my office and garnishing my attention to the matter by holding up a piece paper with the words, TACIT APPROVAL, which inspired a New Years Resolution and my article, No More Tacit Approval. And then there is…
Understanding insurance: He coined the phrase when teaching restorers about insurance, explaining how important we are in the system, that we are “delivering on the promises in the policy.” The story of Dad teaching me about insurance and the value as a restorer is found in, Understanding the Insurance Industry. Which leads me to add…
Lead by example and embrace change: He led by example which garnished unwavering respect from others. When he fought eLearning, Zoom, and any related technology implementation, he self-assessed, came in and said, “I need to be open- minded and embrace change.” He was 72. And so, we began creating his Insurance for the Restoration Professional materials, eLearning. Which led to….
Drive safely: Another story for another time, but he was extremely passionate about safe driving, the dangers, the distractions, and was in constant motion on how he could make a positive impact in this area. He created this course, offered for free: Driving: What you need to know! By Paul Pinchak. He would always be notified when someone “bought” his free course. This made him feel fulfilled.
Be clear and concise: Let’s just say that I am a work in progress on the concise part. He would look at me and others and move his finger and say, “get to the bottom line”.
I believe he began to document a list for others to reflect and consider to help them find joy, work ethic, and fulfillment.

On his desk, was a yellow legal pad with the notes below sketched out. I know he intended to finalize, show me, and share it with others:

- Be Selfless – “concerned more with the needs and wishes of others than with one’s own”
- Be Curious – “an eager desire to learn and, at times, to learn what may not concern you in the moment”
- Be Influenced – “by the right people…we decide who we affect and who we allow to affect us”
- Care – “about what you are doing…believing and committing makes a meaningful difference in one’s well being”
- Be in the Right Culture – “more important than strategy…work in a culture where the values align closely with yours”

May some of dad’s wisdom that has helped me, and others, also bring you much Restoring Success.

Results-Oriented Training Starts with Commitment

Posted on May 1, 2023 by iRestore

Restoring Success

By Lisa Lavender M.T.R., M.F.S.R., M.W.R., Phill McGurk

United by a passion for Learning Cultures

I first met Phill McGurk in 2016, and I had the pleasure of tasting Vegemite. “I have to say, it’s an acquired taste.”

Fast forward, Phill and I reconnected and shared our passion for training, employing innovative technology in learning, and our industry in general. We are a global industry, and although there may be different regulations, languages, and units of measure, we are all united by many universal approaches, including our applications to training and engaging industry members. We are united by the need to have a culture of learning where our teams can grow and our companies can succeed.

Phill’s Journey

Learning is a lifelong journey. That’s right. The world is rapidly changing, and the workplace is no exception. It is important to embrace continuing education within the workplace. It benefits individuals and contributes to our organization’s overall success.

In today’s fast-paced world, the only constant is change. Industries are rapidly evolving, technology is advancing at a breakneck speed, and new, innovative approaches are replacing the skills we once thought were indispensable. As a result, the need for continual education within the workplace has never been more critical. By embracing a mindset of lifelong learning, we not only adapt to these changes but also drive our organizations forward. This allows us to remain competitive in this ever-changing landscape.

Continual education is not only about acquiring new skills or knowledge; it’s also about fostering a culture of growth and development. When we commit to learning and self-improvement, we inspire those around us to do the same. This collaborative atmosphere creates a thriving workplace where employees feel empowered and engaged. This translates into job satisfaction, increased productivity, and tremendous success for the organization.

As we consider the journey of learning, let us remember that education is not just a means to an end but a lifelong pursuit that enriches our lives, workplace, and community. By embracing continual education within the workplace, we create a brighter future for ourselves and the generations to come.

The Journey and Commitment

If you have struggled with enjoying the benefits of a Learning Culture in your organization, the solution may be found in commitment. “Only one in four senior managers report that training was critical to business outcomes.” (Harvard Business Review, 2016) In consideration of this sad statistic, we can gain insight into the element of commitment.

Robert O. Brinkerhoff’s High-Performance Learning Journey presents a curriculum design approach which uses an engineered process based on over 40 years of research. He notes that commitment is one of the most critical elements related to overcoming performance barriers in training outcomes. It should also be noted that Brinkerhoff’s design approach is focused on performance outcomes and linked to business rationale.

In Improving Performance through Learning, A Practical Guide to Designing High-Performance Learning Journeys, by Robert O. Brinkerhoff, Anne M. Apking, and Edward W. Boon, it is noted that when creating a High-Performance Learning Journey (HPLJ), the first core element is commitment. The authors continue to outline the groups whose commitment level will have an impact on training outcomes:

Participant Commitment: Are the members of your organization engaged and excited to learn? Is there a connection to their performance and opportunities to grow in your organization and industry?
Managers and Supervisors: In a broad sense, consider the commitment of the leadership. There are a wide variety of performance barriers post-training that link back to the leadership. A few examples include: continuous feedback, the opportunity to apply in the workplace, and even the amount of training and resources available.
Peer Commitment: When our peers to do not engage with us, or worse, apply “the way we have always done it” pressure, it will adversely impact the learning culture and diminish the return on training initiatives.
As we consider ways to build a learning culture, we must start with getting an unwavering commitment from all key people.

Using a Career Pathway to Build a Training Culture for Positive Returns

Building a training culture is essential for ensuring that employees have the skills and knowledge needed to make positive returns. The best training includes regular reviews and assessments so that professional development and improvement can take place. Companies must also reward those who demonstrate improved competencies through increased responsibility or compensation to ensure employees understand the value of training and its impact on their work. Make it a part of your culture that instead of asking for a raise, we ask, “How can I increase my value?” (Read More on that here.)

Taking time to nurture and develop existing staff through mentorship programs is key for successful engagement. This allows employees to familiarize themselves with new concepts while gaining the levels of confidence needed throughout their careers.

Mentors should provide constructive feedback, allowing progression towards meeting challenges within the workplace while also providing guidance and support if mistakes occur. Improving already established relationships between management and staff paves the way for a successful transition into a positive training culture.

| ▶ How to Train Someone: Steps.

Tips to Increase Commitment and Build a Learning Culture

Building a learning culture and commitment to learning is a key factor for long-term success. There are several ways to improve commitment from the top down and ensure that all team members feel part of something bigger.

Tips:

Focus on core values,
Provide recognition and rewards for successes,
Set goals and expectations,
Communicate and provide continuous feedback,
Invest in training and development,
Promote collaboration,
Foster autonomy and empowerment,
Include training and development in job responsibilities and performance evaluations,
Understand and utilize the concept of ROI in training, Return On Investment,
Tie training to performance outcomes with a business rationale (HPLJ),
Download Quick Tips:

These tips will help create an environment that promotes personal growth and overall organizational effectiveness.

Utilizing Technology

As advancements in technology continue to unfold, using innovative tools fit for the building restoration industry is only going to grow in its potential. We have come a long way from the traditional methods of completing projects; using new technologies will take us to an even more promising futures.

May getting commitment to training in your organization bring you much Restoring Success.

Tips For Implementing Something New At Your Restoration Firm

Posted on February 7, 2023February 7, 2023 by iRestore

By Lisa Lavender M.T.R., M.F.S.R., M.W.R.

restoration business leadership

Original Blog Source: https://www.randrmagonline.com/articles/90410-tips-for-implementing-something-new-at-your-restoration-firm

Software, applications, tools, and products. You and/or your team have decided it is a good thing to buy and use something new. You may have made the decision based on the classic, “Faster, Better, Cheaper” approach, or there could be other benefits that were identified like scalability or diversification of your operation. Regardless of the reasons, the decision to purchase and use it was made. You now must implement because quite simply, it does not work if you do not use it.

The struggle is real! You may immediately be thinking of software and applications, but it pertains to anything from a simple tool to new window cleaner. In 2015, I wrote 4 Strategies to Effectively Embrace Technology and stated, “if you ever get overwhelmed by all the new technology and implementation challenges that come with it, you are not alone.” Fast forward seven years and this has not changed.

I had a good chuckle from one of my teammate’s remark several years after the implementation of our software system, “I fought it but now I do not know how I could function without it!” – Team Leader. He did not literally mean fight nor was he deliberately being difficult. He was reflecting on the implementation process that he experienced and his own struggle to change and adopt it.

To improve our successful implementation strategies, let us consider and understand a few things that contribute to the challenges:

Change is hard: This may be a cliché, you already know this, but we must be aware of what lies ahead. We need to accept the challenges head-on. In Harvard Business Review, Change is Hard. Here’s How to Make It Less Painful. by Erica Anderson, the author states, “People only begin to be open to accepting, embracing, and making this change when their mindset starts to shift from “this change is going to be difficult, costly, and weird” to “this change could be easy, rewarding, and normal.” The author goes on to offer strategies to overcome this element.
Habits: The way we work and do things over time almost become natural; a habit. A habit can be defined as something that we do often and regularly, a behavior we do without even knowing it. As many of the things we try to implement may involve changing habits and adopting new ones, we should consider the obstacles and methods to changing habits. When developing an implementation plan, it may also help to establish effective methods and time frames. I am often asked, in the context of our evolving industry, “how long does it take to implement?” and my answer is usually, “it depends on….”
- The texting example:
  - My texting story: Not to age myself, but I recall sometime around 2006, we had interns communicating on their phones. I did not quite understand what they were doing. As I explored, I learned they were texting, modern technology? They amused themselves by texting me every hour, “Cat Facts.” As I could not understand what was happening and became frustrated by the interruption of “Cat Facts,” they told me to text “Unsubscribe,” which led to a notification, “You are unsubscribed from Cat Facts, Welcome to Dog Facts!” I eventually figured out that I was an innocent victim, and we all had a good laugh. So fast forward, texting is a habit in our daily communications, both personal and professional.
  - Is texting now a habit? We text instructions, job updates, and communicate with customers via text. It may have just become a habit and cultural norm in our operations. “The x job is done,” “We need to go back and XX,” and so on. Many of these communications are examples of things that should be managed in your company’s software or applications. Is the habit to text? Are we trying to change the habit?
- Changing Habits: There is a popular rule called the 21/90 rule presented by Dr. Maxwell Maltz’s self-help book, Psycho Cybernetics. Essentially, the theory is that it takes 21 days to establish a new habit and 90 days for it to become permanent. Since then, there has been additional research presenting new insights about habits. These two articles provide further depth:
  - How Long Does it Actually Take to Form a New Habit? (Backed by Science) by James Clear
  - Need to Form a New Habit? Give Yourself At Least 66 Days by John M. Grohol, Psy.D.
A plan: “A goal without a plan is just a wish” – Antoine de Saint-Exupéry. In, Some Things Old, New, Borrowed and Blue: Restoration Edition, I offer some things to consider in developing a plan to deploy anything new from software, tools, equipment, and supplies.

Here are a few tips for overcoming the challenges that come with the implementation of something new. I encourage you to collaborate with your team, and others as you seek solutions and stay focused on the goals.

Define a successful implementation to those who are responsible for getting it done. Leading change deliberately is critical.
1. What is success?
2. What is our timeline?
3. How long does it take to implement X?
4. Anticipate challenges and how the leadership will overcome those challenges.
Leaders of change: Those charged with implementation need to be prepared, skilled, and equipped to develop and execute a successful strategy and overcome the challenges. To continue the “text” example, consider a 90-day challenge to unite leadership and help change the habit. It may look like: Every time a text communication is made, the leadership responds, “Thanks – did you update our system? Don’t forget to update the task, make sure the job notes reflect that….”
New People: Do not give up. Long-term and even key people may have the most difficulty adapting to the change. They will often have established habits. We often start a new implementation with the most seasoned and experienced in our organizations. Keep the implementation moving forward with the new people, they do not know any other way, no work habits, no change to deal with. For example, consider moving from a paper timecard to a digital timecard. Your new team members in this case are the easiest to adopt the new system.
Keep an open environment. Allow for feedback and open discussions. This will help to manage some of the challenges of implementation. An example of this: you may collect feedback that it takes me longer to use the new sprayer, sketching tool, etc. It presents the opportunity to explain that there is simply a learning curve. Also, that when you are proficient it will be easier than what you are currently doing.
Be Realistic: Manage realistic goals on how many its and the timelines that you are leading at any one given time. Give yourself and the team the opportunity to celebrate the successes.

As much as we all want to simplify a new implementation, it may be best to abandon the notion of simple. It is most productive to look at an implementation of anything new; as a process that needs to be executed. There will be a benefit. Remain focused on an effective strategy, i.e., get it to working in your operation and use it. Move quickly past any frustrations, keep your eye on the prize and enjoy much Restoring Success in implementing it.

How Do You Know What You Need To Do At Your Restoration Company?

Posted on January 11, 2023 by iRestore

By Lisa Lavender M.T.R., M.F.S.R., M.W.R.

In our day-to-day, leadership, managers, teams, are often identifying problems and setting goals. As we enter a new year, you may even be working off a strategic list of goals that include business development initiatives and operational outcomes.

As we take action on these goals, very simply we need to know what we need to do to accomplish the objectives. How do we do that? Needs Analysis. In the development of training programs, this is the critical first step as it gives clarity to the desired outcome and the skills and knowledge needed to accomplish the outcomes. In How to Train Someone, this process is broken down into steps with the first being, “determine the objective.” It sounds so simple, but is it? As you consider a water technician, make a list of all the skills and knowledge needed to accomplish what you define as the objective. It may begin to look like:

Communication Skills: Customers and Internal
Understanding and ability to follow company SOPs
Extract Water
Establish a Drying Plan and Set Equipment on an X size loss
Gather, record, interpret data, make adjustments to the drying plan

As we move through the process, the training involved for each element needs to be broken down and supported with defined learning objectives. As we apply the concept of needs analysis to achieve a “desired outcome,” when a skill gap is identified, then training is likely what you need to do. However, a detailed and deliberate needs analysis may reveal other initiatives that require attention and action.

The free Needs Analysis template is a simple approach to help you and your teams break down what you need to do based on a desired outcome. The first page is a simple example for the function of mapping and monitoring a water loss. The second page is a blank that you can use to break down any goal or desired outcome.

The Needs Analysis categorizes the action items into three areas:

Operations: This can encompass a wide range of items from warehouse organization, clearly defined procedures, to cultural issues.
Tools | Equipment | Supplies: This area can include everything from software to supplies that can contribute to a wide range of goals like quality, efficiency, communication, etc.
Skills: This area can also be vast and as you drill down on what you need to do. I encourage you to push beyond some of the obvious skill gaps and consider areas like logistics and implementation, in addition to what may seem like obvious technical skills. Of course, we don’t want to forget about the soft skills needed that, in fact, can be developed in our organizations.

It is important to note that the categories are not exclusive of each other and at times may be intertwined. As an example, if we purchase a tool, but fail to implement it into our workflows and train the team, it will not be an effective means to the desired outcome. (It does not work if you do not use it.) If we train on a skill, but do not have systems, leadership, and a culture that supports a learning journey to achieve the goal, again, the impact will be diminished.

The first step is to clearly define our desired outcome. As a statement, on the surface, it sounds very simple. Much frustration and distractions can be avoided by starting with the desired outcome that teams can be clear on and rally around. As you define the desired outcomes, there are no rules. It can be in the form of goals, an improvement, or an initiative with a defined outcome. Examples:

Increase sales 5%
Reduce errors in monitoring data recording by 70%
Train new water technicians to be able to do X within the first 90 days
Improve employee retention by 50%
Improve efficiency on demolition by 20%

In the example in the download, “Mapping & Monitoring a Water Loss” the desired outcome may look like:

Improve the efficiency by 15%
Reduce errors by 80%

As you review the example, you will find only a few samples of the types of action needed by category. As you conduct your needs analysis it is important to utilize a root cause approach, you can review process in Getting to the ROOT of the Problem. Understanding the elements of the organization and the relationships is also critical, I refer to this as a keen sense of Organizational Awareness. Being a good listener and engaging everyone in the company is not only beneficial to the needs analysis process but it is a way to engage the team. Needs analysis can be conducted by a variety of techniques from analyzing company records, digital surveying, to interviewing. The important thing is that we have good information to identify gaps and build our action plans.

Team Building Group Activity

Describe a Desire Outcome (Goal)
Engage your group in team formation
Give each team 10 minutes to identify a gap that would help achieve what was defined in #1 and the categories of What We Need to Do. Operations | Tools, Equipment, Supplies | Skill. They do not need to expand on the details just all applicable categories that are applicable to the gap that they identified.
Engage in presentations and group discussions about the Gap and the particulars of the areas regarding the action item categories.

The Needs Analysis approach is only a first step. Taking time to break down what you need to do in a thorough and deliberate manner will improve your ability to reach desired outcomes. Action plans with roles and responsibilities that are executed create the movement towards our goals.

May identifying what you need to do bring you much continued Restoring Success.

Restorers Need to Ask: To Reply All Or NOT Reply All

Posted on December 2, 2022 by iRestore

By Lisa Lavender M.T.R., M.F.S.R., M.W.R .

When I created the weekly tip for success, “Know when to Reply All and NOT to Reply All,” I did not expect to receive so much enthusiastic feedback. After hearing the horror stories, the frustrations and the passion surrounding the topic, it was clear that it demanded an entire article. The topic seems a bit silly and if you are reading it, you may already be reply passionate. I encourage to you to add any reply tips in the comments below for all to enjoy. You can use this article as a tool to help train and inspire good reply to etiquette.

Email is one of the most popular forms of communicating in our day-to-day lives. It comes in all forms: Internal, external, instructions, updates, announcements, junk, and more. For many, it is a critical means of communication that we rely on to function.

It is also a skill to use properly. Like all forms of communication, it reflects on our presentation and professionalism. We have to “manage” the email madness. In my ongoing personal quest to “Stop the Email Madness,” I estimate that I probably spend about 3 hours a week deleting unnecessary “Reply Alls” or the more complex redistribution of information to others because the respondent did not appropriately “Reply All.” This can cause a flurry of broken communication and inefficiency. Some of you may have had or observed embarrassing situations from haphazard replying. Some of you may have thought or said, “Stop Replying to All!” Proper replying leads to improved email effectiveness and efficiency for all.

REPLY TO ALL

The following is a list of things to consider while applying good judgement:

Small groups of participants
Work plans, questions and answers, meeting follow ups, etc.
Consider that the creator of the string was deliberate on who was on the initial email
Whenever everyone on the email needs to know the response; this can apply to a variety of scenarios. This is my personal number one passion as I have to recommunicate with people who get disconnected because someone should have “Replied All”

NOT REPLY TO ALL

Another short list of considerations that should be applied with good judgement:

Large groups
General announcements, Dissemination of information, etc.
Thank you. I do like thanking and acknowledging, however, imagine an email with 50+ people and each one replies to all with a Thank you. That is fifty extra thank you emails to delete. If is it a large group and I want to express enthusiasm or gratitude, I will sometimes simply thank the sender.
Donotreply senders: This is not a person by the name of Dona Reply; this is from an account that is not designed to Reply to All – Do Not Reply = donotreply.
When saying something inappropriate or you may not want someone on the string to see, proceed with caution. Or do not share your thoughts in email at all. Yes, there are many horror stories here. Which leads to….
Pay attention to who “All” is…pay attention in general. Someone may have included the wrong contact by mistake (guilty!). Maybe a key person was missed. Maybe the person replied to only you with information that is needed by others.

OTHER REPLYING ETIQUETTE

REPLY: This sounds simple. It can be difficult to keep up with our email communications. We also have the added complexity of checking our Junk and Spam filters to make sure that important communications are not overlooked. We cannot ignore emails, or not respond in a timely manner, because it can have a ripple effect that includes straining relationships, workflow issues, and more. Not replying to an email can be the equivalent of saying, I do not care, I am not listening, I do not want to collaborate with you and more. I personally strive to be timely and diligent in my replying. Even with my “reply to” passion, I sometimes falter on my own best practices. I take it seriously, apologize, and work to get better.

MOVE SOMEONE TO Bcc: This is good etiquette when being connected to someone and an email string will ensue that is not relevant to the connector. It may sound like: Jane, I thank you for connecting me to Tom, I have moved you to BCC. I will coordinate the next steps with Tom.

ANNOUNCE CONTACTS THAT YOU ADD: Consider this the equivalent of announcing that you put someone on speaker phone and those who are present for the call. I do this often when needing to facilitate or inform key people that I work with. It may sound like: I have added Joe, Director, who can help us facilitate the next steps.

FORWARD: This was a special request for the article. Be thoughtful and considerate when forwarding emails and/or adding people when it may not have been the intention of the sender to share. If in doubt, ask the original sender. If you do appropriately forward an email to inform others, forward it with an FYI or brief description. This will allow the receiver to know if there is an action item in the email or if you are just passing along information to keep them in the loop.

BCC: If you were Bcc’d, it was likely the intention of the creator that you are not to reply, and you are only on the string for informational or awareness purposes.

JUNK AND SPAM: I was recently on a string that was a fraudulent invoice. All participants were Bcc’d. Many of those in receipt, began replying and then began replying to all. All the participants became exposed further, and it was an email scam mayhem string of replying to all. Finally, someone said, “STOP REPLYING TO ALL!”

TIPS TO EMAIL CREATORS: To help control bad replying, as the creator, you can help manage the situation.

Use To, Cc, and Bcc deliberately. As a rule, the TO contacts have some kind of action item. Ccs are there for the information and possible ensuing communications.
Tell the recipients how to reply. Please Reply All with your response. Or Reply with questions directly to me.

Email etiquette is something we have to train on and talk about. I hope this seemingly silly topic can contribute to your Restoring Success.

Category: company culture

From the Desk of Dad: 10 Wisdoms for Business

Results-Oriented Training Starts with Commitment

Restoring Success