iRestore | iRestore Restoration Software - Part 10

Author: iRestore

Roll it Uphill: A Lesson in Leadership and Accountability

Posted on by iRestore
Photo courtesy: Restoration Technical Institute

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

In many cases, when leaders notice dysfunction, something goes wrong or someone does not meet an expectation, it is necessary to resist the blame game and begin by “rolling it uphill.”

The objective is to bring about improvement and/or desired results. We may have all been guilty, at one time or another, of proclaiming:

  • “They just don’t care!”
  • “They don’t know what they are doing!”
  • “They are just lazy!”

It is unproductive and will not lead to improvements that are desired.

A core responsibility of leadership is that one must lead the way, extend trust to others and set everyone up for success. When this approach is part of an organization’s culture, it becomes contagious.  Existing and budding leaders will take the lead, and a theme of continuous improvement will flourish.

The warehouse is a mess. There is a new and very expensive piece of equipment randomly located amidst other equipment, boxes, trash, cords…

Rolling it uphill requires that before we blame the team for being careless or sloppy, we look in the mirror and ask ourselves:

  • Does the new piece of equipment have a place where it belongs?
  • Did the new place where it belongs get communicated to the team?
  • Does everything else have a clearly designated space where it belongs?
  • Do you have a place/space for it?
  • Based on the availability of space to store the piece, might it have been better to rent it?

The acquisition and deployment, including its storage location, must be deliberate. It is not productive to blame a technician for not taking proper care of it if leadership did not consider a storage location for the piece of new equipment prior to its arrival. This example helps illustrate the importance of rolling it uphill and discovering the root causes of issues.

Leaders set others up for success, and they solve problems. Leadership is a behavior and not a title; great leaders seem to naturally roll it uphill.

Roll it Uphill Mindset: 

  • Abandon the notion of, “They don’t care” or “They are lazy.” Don’t even think it. It will ooze out of you. Start with the premise that everyone in the organization wants to succeed and cares about the mission. If you sense that they don’t, roll that uphill and ask yourself how you can better engage them. If it works out that they do not engage and invest in their career, it will work itself out.
  • Believe that the most important element of your job is to inspire greatness and do everything you can to help others succeed. If the new piece of equipment has a designated location and it is effectively communicated, you will be surprised how consistently it will get put away in its designated location.
  • Be humble, objective and move past your emotions. My father, who has mentored many in our company and has helped them develop leadership skills, says it best. It is normal to have an emotional reaction to something but, “You must quickly move past your emotions and get down to business; problem solve.”
  • You want others to solve problems, lead the way, and help others succeed. You want someone to organize the warehouse and find a place for everything. Guess where it starts. With you. The roll-it-uphill mindset will be infectious. Others will start doing it…

Function Analysis Worksheet

Download the Function Analysis Worksheet

Once the mindset is adopted, it is time to lead the way on improvements. It begins by Getting to the ROOT of the Problem. The following offers a simple framework that may help you “roll it uphill,” get to the root and develop an action plan. Simply define the function and apply the following in order:

  1. Is there a defined expectation? A defined expectation could come in many forms: Policy, SOP, best practice, job description, etc. If the answer is “no,” stop here and define the expectation.
  2. Who is responsible? If there is nobody responsible for the function, and/or the defined expectation, this will be a problem. Address it by clearly defining responsibility.
  3. Does the person responsible know the clearly defined expectation? You may be surprised how many issues stem from a crack in the system when a clearly defined expectation was not effectively communicated to the person responsible.
  4. Is there consistent accountability? From my own experience, the functions that consistently meet expectations are the ones that are given consistent attention, not to be confused with time and energy. At times I struggle with tacit approval, I justify it as a time constraint. However, I know based on results this is a leading cause for slippage. You should resist not addressing issues that should be, as doing so will have consequences. Consistency is the key.
  5. Tools and Skills: Are the tools and skills available to those responsible to have the expectations met?
  6. Action Plan: Now that you worked through steps one through five, you may have identified where the breakdown exists and can put together an action plan.

May “rolling it uphill” bring you much continued Restoring Success.

Originally published in R and R Magazine

Management Software Is The Key To Any Restoration Project

Posted on by iRestore

restoration management system, restoration management software, restoration softwareTime really is of the essence when it comes to restoration projects. Any good restoration company knows that the quicker restoration can begin, the less damage will occur. They also understand that the smoother the process goes, the faster it is completed which means the happier the customer is in the end. Time is the most important thing to have on your side when dealing with restoration, whether from water, fire, mold, or any other disaster. The problem is, restoration planning and execution take just what it needs the most to be successful – time. So how do you keep time on your side when handling a restoration project? 

Restoration Project Management Software

We cannot control when a customer will reach out to us for help with restoration, so we do not always get to the disaster as soon as we would like. But once the call does come in, then we have to have the timing game figured out so we can mitigate any further damage and get the restoration process started as soon as possible. Just to show exactly how important time is in restoration, we are going to explain how quickly water damage can escalate. In as little as 24 hours following water damage, and by 48 hours after, mold will have begun to grow. That means that not only are you dealing with water damage restoration, but now you have mold remediation to add on top of it all. This is why restoration companies need to be ready to respond as soon as the call for help comes in. This can make things hectic and chaotic, which is the last thing we need when handling a restoration project. As restorers ourselves, at iRestore we decided how to make the most of every minute and ensure that restoration projects are completed in a very timely manner – and we are going to share our tools with you. 

Restoration software has quickly become the MVP of restoration companies. Having each restoration project planned and managed down to every detail will end up saving you so much time, which in return makes the process run more smoothly and quickly resulting in happy customers. Our software offers job management that lets you manage each project separately, communicate, document, and make reports. You can track your equipment and vehicles, which ensures that you will have the tools you need when and where you need them. We organize and store all the information and contacts you need in our easy-to-use system that can be navigated across many different platforms from cell phones to laptops. One of the best features of our restoration project management software is that it is customizable to fit you and your businesses’ needs. From relationship management to human resources, we will make sure that your program has everything you need to be successful at each and every restoration project and will help you get things done much more smoothly and quickly. Make the most of your valuable time, and let iRestore’s restoration project management software take your restoration services to the next level. 

The Hiring Challenge and What Must Be Done

Posted on by iRestore
employee management
Lisa Lavender, M.T.R., M.F.S.R., M.W.R.

“Every problem is an opportunity in disguise.” ― John Adams

Today, the hiring challenge is consistently one of the biggest strains on everyone in the industry. There is no crystal ball as to how long this challenge will exist in both the short and long term. As we continue to try everything to overcome the hiring challenges and labor shortage, we must carefully balance our focus and resources on other areas that may help us attract and retain talent. It is equally important to also focus on optimal use and management of existing resources. The following are three key areas to address:

  1. Onboarding:  After investing our resources and efforts in finding a new person, we must have a deliberate and effective onboarding system. There are a variety of tools, resources and inspiration available to review and formalize the onboarding process. In addition to Are you On Board with Employee Onboarding, there are a many great articles and videos in the R&R vault that can give you and your team the tools to develop or retool your WOW-boarding program.
    1. WOW-Boarding:  Make the onboarding experience amazing so the new hire will talk about the experience and possibly influence others to apply. Onboarding is a reflection on the company, its values, and the opportunities within. It is not unlike a first impression with a customer. We must be organized and have a plan to make a wow impression on our new hire.
      • Give them everything they need to succeed and grow in their new career.
    2. Written Plan: Make sure the onboarding process is documented so the team can engage and execute. The new hire will know what to expect as the tone is set for a solid beginning.
    3. Onboarding Committee and Onboarding Officers: Engage the team in the concept of WOW-boarding and take the process to a higher level.
      • Get creative.
      • Designate and train team members to be onboarding officers.
      • Ensure onboarding officers are consistently positive and engaged in the mission, purpose and values of the company.
      • Define the period that the new-hire spends with a designated onboarding officer.
  2. Employee Retention and Morale: Many companies benefit from employees who step up, are highly engaged, and work hard to keep things running and serving the customers in the midst of this labor shortage. However, strained human resources can be a stress inducer for many on the team. It is critical that we exercise care and give our attention to protect them from burnout; keep their sprits high.
    1. Burnout in the Restoration Industry Part 1, by Dr. Jake Avila and Dr. Randy Rapp, explains the dimensions of burnout and the findings of their 2019 study, which will give insight and understanding to the threat.
    2. We must be diligent on keeping a pulse on team morale. Not only are employees likely experiencing increase stress at work, but the world we live in also has many real dynamics and pressures that everyone will handle and process differently.
  3. Capacity and Productivity: Increasing capacity and improving productivity are as important as ever in the face of a labor shortage, and they aren’t impossible.
    1. In 7 Areas Restoration Companies Can Reduce or Eliminate Waste, Tim Hull presents seven categories of actionable areas that can improve the use of your resources. Upon execution of his tips for waste reduction/elimination, you can increase capacity and improve the bottom line.
    2. In Burnout in the Restoration Industry: Managing Workload | Part 2, methods for controlling and expanding capacity are explored. It should be noted that when workload exceeds capacity, managing customer expectations becomes of the highest importance.
    3. In Burnout in the Restoration Industry: Effective Workload Management | Part 3, there is a variety of approaches for managing each individual’s workload and potentially expanding it. Pay particular attention to the opportunity to evaluate the field staff’s functions, workflows and duties. Also consider adjusting, restructuring or reassigning certain functions to office/administrative staff to allow for expanded capacity of skilled team members in the field.
    4. Investing in the right technology, tools and supplies is of particular importance.  Properly deployed, everything from mops to saws may yield significant gains in efficiency and productivity.

These three key areas of focus may help overcome the challenges of today, but may also present opportunity for long-term improvements that will serve your company and team well when the next challenge arises.

I share with you what started out as a plan to make everyone lunch and turned into a bit of a fun, lighthearted series of lessons on: employee morale, tools, efficiencies, quality, development and more. Check out our video, Lessons Learned from Making Peanut Butter and Jelly.

May you have much continued Restoring Success and find opportunities.

The Benefits Of A Restoration Company

Posted on by iRestore

restoration management system, restoration management software, restoration softwareAs restoration specialists at iRestore, we know that the most important asset to your restoration company is your relationships with clients and with your own company members. This job is not for the weak of heart, and often requires hard labor and dealing with people who are in emotional and physical distress while their home has undergone some type of disaster. Building and maintaining relationships will not only make your jobs easier for your restoration company but also help your business to grow. That being said, we also know how hard it is to stay on top of everything and manage all working relationships in your business when there are so many details that must be attended to with each restoration project. This is why we have come up with a relationship management system (CRM) for restoration companies to allow you to manage all your relationships at both a company and individual level. 

 

Restoration Company Client Relationship Management

 

Here are just a few of the benefits that come with investing in a restoration company CRM:

 

  1. Organize all your contacts. Having all your business contacts and client contacts in one organized location will help you to make sure you are keeping up with communications. Our system will organize all contacts by company and location, making it easy to navigate and find who you are looking for. This software will also synchronize all contact information with job-specific relationships to avoid duplicate entries. Through this database, contacting any of your contacts is available at the click of a button. We have used an efficient design that integrates all your contacts into your job and contact management features that allow you to email or call any contact with ease. 
  2. Interactive map. We know how confusing it can be to find locations, schedule stops, and manage addresses. Our system uses an interactive map with a unique routing system that allows you to plan your day and design stops in the most efficient routes. It also helps you find locations of workers, clients, and suppliers with ease.
  3. Manage follow-ups. One of the biggest relationship builders is communication and following up in a timely manner. Unfortunately, this can also be one of the hardest areas to keep up on and easily slides through the cracks. With our CRM, you can manage contact-related tasks and all follow-ups in an easy-to-use format so nothing gets forgotten. You can easily add notes across multiple platforms such as iPhones, iPods, laptops, and desktops so everyone on the job, no matter their location, can see which calls and follow-ups have been made and what still needs to be done. We have added a tagging system so you can organize and report your contacts that are personal to your organization to make sure that everyone involved in a specific project is aware and up to date on what is going on. 
  4. Business growth. Our system has an automatic scoring system that will help you prioritize and organize your marketing approach, and even runs referral and contact reports so you can stay on top of your revenue streams and relationships. This is so beneficial in keeping old relationships and forming new ones to grow your restoration company. 

 

Organizational Awareness Can Lead to Greatness

Posted on by iRestore
restoration management development
August 5, 2021 Lisa Lavender, M.T.R., M.F.S.R., M.W.R. and Jon Isaacson

For years, I have believed that the soft skill piece of organizational awareness is a key to success and can be the root cause of many issues. Most importantly, it is a coachable skill. There are different spins and contexts to this competency, but all have one thing in common and that is that strong organizational awareness skills have a positive impact on individual performance, company objectives and customer service.

Every function, position and individual within the company plays an important role contributing to the results of the company. People who perform consistently excellent typically have a well-developed sense of organizational awareness. As Jon Isaacson states, your focus as an organization is on learning to Do it Right, Do it Efficiently, and Do it Excellently. When those in a position of leadership have a clear understanding of this simple vision, they can create training approaches to develop consistency in these key areas. Organizational awareness is achieved when you align your cultural norms with your stated expectations.

There are two elements to organization awareness: 

  1. External: Understanding of how the organization interacts and presents itself to the outside world. Individuals with a keen understanding of organizational awareness regarding the external world around the organization can represent the company well, prioritize, and serve the customers using this sense and understanding.
  2. Internal: Understanding of both formal and informal processes of the company, the culture, and how roles and responsibilities impact others and company outcomes.

Simple, Practical Examples: 

Driving in a Company Vehicle

Example A: An individual traveling 20 miles an hour over the speed limit cuts somebody off, who swerves and nearly hits another vehicle.

Example B: Another individual slows down on a busy highway so that other vehicles safely merge. While traveling, a stranded driver on the side of the road needs help with a flat tire. The individual pulls over to assist.

The organization prides itself on being professional, courteous and serving others in their time of need. There may be policies and procedures that have been violated, the individual may not be engaged in the values of the company and there is a lack of organizational awareness the aggressive driver showed. The behavior displayed in the driving contradicts how the company interacts and presents itself to the outside world, reflecting negatively on the other employees and the company. On the other hand, even though it may not be in writing, the individual who pulled over to help someone in need did so confidently and showed a keen sense of organizational awareness.

Job Documentation

In Job Documentation: Just Do It, it is noted that developing an individual’s organizational awareness regarding this specific job function could improve the outcome. Someone with strong organizational awareness possesses an understanding of the impact the responsibility has on the workflows, efficiencies, customers, cashflows, company credibility and more. When someone is engaged in the purpose of the company and being a valued team member, organizational awareness can play a factor in their commitment to each task at hand. 

In developing The DYOJO Chart for training, Jon Isaacson shares how his team developed an acronym to help technicians and aspiring team leads build their organizational awareness with job documentation. While we all want our teams to perform more efficiently, as getting in and getting out is essential to producing happy customers and profitable jobs, we want to be careful about telling your team to simply go faster. Instead, encourage efficiency and remind them that the key to team speed is S.P.E.D.:

  • Scan: Observe the project. Determine the source and extent of damages.
  • Plan: Communicate with your team where you will start and what the first steps are so that everyone understands their role.
  • Execute: Get to work and adapt your plan as you learn new information on the job.
  • Document: We don’t get paid for what we do; we get paid for what we can accurately document.

Organizational awareness can present itself in many aspects of a company and individual performance. The action of changing a password that is needed by others without communicating or notifying them is an example of something seemingly insignificant. This small example illustrates a lack of understanding that others are impacted by the change in password. The result is inefficiency in the operation and frustration put onto others.

People who have good organizational awareness: 

  • Prioritize work based on an understanding of how it impacts other co-workers, customers, and organization goals and values.
  • Effectively communicate and get information to people who need it.
  • Exercise care in the execution of their work in context of it impacting co-workers, customers and the organization.
  • Positively impact others, increase efficiency, and optimize service.
  • Represent the company and values well.

In a recent conversation with Jon Isaacson, he noted the power of being accountable to your co-workers and the power it has on individual performance. This power can be harnessed when we nurture and give organizational awareness.  Jon ties things together by noting that business owners love to talk about accountability but often struggle to build and maintain it. If you want to have true accountability you must understand that it is a by-product of clarity. Does your organization have a clear vision and purpose? I’m not talking about having cute posters on the wall with stated values that nobody, including yourself, follows. Rather, what are the core values of your team, your shared philosophy of work and your real habits? You have expectations, but if they are not realistic, you will need to adapt your mindset. Your team has cultural norms, but if these habits are not in alignment with your vision and values, you will need to adjust your approach. With clear expectations and consistent follow-through, you will develop organizational awareness over time, which will promote accountability among team members. When the roles and responsibilities are clear, your team members can better understand what and how their actions impact the team. When Team Member A understands that they are accountable to Team Member B, regardless of their position, then they aren’t just working for a company, they are working for each other.

Some tips to increase and develop organizational awareness in your organization:  

  1. Give it a name and talk about it: Make sure everyone in the company knows what it is and the importance of doing each job with a sense of organizational awareness.
  2. Performance reviews: Include this soft skill on reviews and acknowledge those who do their duties using this sense and develop/educate those that need help.
  3. Documented best practices, processes, procedures: As Jon notes, clarity is key.
  4. Training and employee development: Each person must be given the knowledge, skills and understanding to do their work with organizational awareness.   
https://www.randrmagonline.com/articles/89516-organizational-awareness-can-lead-to-greatness

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