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Restoring Success: How to Effectively Use Lists for Restoration Operations

Posted on by iRestore

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

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

May 8, 2023

For nearly 23 years in the industry, I have been making lists. All kinds of lists: supply lists, task lists, inspection lists, to-do lists, lists of lists that need to be made. After all these years, I am still making lists but with new eyes, knowledge, skills, and inspiration. 

Over the years, I had moments of frustration and thought, “no more lists!” I have had a few rants: “Do not make another list because I probably already made it!” I have pondered the use of lists after they were made. Some of the lists fall into the category of “they don’t work if we don’t use it.”    

If you are in this industry, you likely use a list, made a list, planned to make a list, or want a list. You may have experienced some list frustration. Where does our list passion come from? I have had the opportunity to have some great collaborative conversations with some of my restoration friends, and during one conversation I was referred to the book, The Checklist Manifesto, How to Get things Right, Autl Gawande. The following book review gave me goosebumps: “An electrifying manifesto that pairs the most advanced medical science with the humblest of tools:  the checklist….” Donna Seaman, Booklist. The title alone tells us where our list passion is found, “How to Get things Right.”  Summary: “…Atul Gawande makes a compelling argument that we can do better, using the simplest of methods: the checklist….how they could bring about striking improvements in a variety of fields, from medicine and disaster recovery to professions and businesses of all kinds…”    

Lists are widely adopted tools in many sectors and well-developed, accessible lists can be valuable job aids that help our teams succeed and improve our operational outcomes. I am always inspired by my military veteran restoration friends. Not only is their service to our country an inspiration but also the experiences, ideas and strategies from their military background being applied to restoration operations. 

I asked a process-driven military veteran and restoration business owner who I admire to share his thoughts on lists. Chris Sanford, MBA, Navy Veteran Business Owner, PuroClean Disaster Restoration Services:    

“I believe lists are critical to help prioritize and maximize what one can accomplish in a defined period of time. For more than 23 years in the Navy while on active duty and now in the reserves, I have kept a “wheel book,” aka notebook, by my side or on my person and each one is filled with a list of tasks for each day. I’ve broken pages up into tasks for me, emails to write, calls to make, and tasks to assign. I also use different color pens to differentiate normal vs urgent tasks. I’ve tried different digital solutions, but haven’t been able to switch over completely. Bottom line: every successful officer I have met in the military uses lists extensively to ensure nothing slips through the cracks. I also appreciate a good checklist, which is a specific type of list that can be a template used to perform a routine task without missing a step over and over, or a one-time-use checklist for a specific event or project. If you are really into lists for larger events and projects, Google “Plan of Action and Milestones (POAM),” it’s a list on steroids. . .the military loves lists! I have incorporated this into my business and encourage our staff to use both task lists, reminder lists, and checklists each and every day.”

If you have struggled to make lists to serve as job aids, you are not alone. As you read The Checklist Manifesto, you will gain valuable insight and knowledge regarding the use of lists, the expertise, and the development process. Today, I collaborate with our teams to make job aids to use in our own operations, as training tools, and for the restorers we serve. Below is a glimpse of the variety of efforts which also resulted in our internal joke of making things simple is not so simple. 

  1. Textile Sorting Chart: Took about two weeks and many iterations. After testing it, it needed to be adjusted several times.  
  2. Water Truck Inventory List: 97 items, only basic items, 3 months of perfecting the list and formatting for practical use and implementation. 
  3. Basic Water Loss – Day 1 Simple Steps: Not simple to make simple steps. Approximately 3 months, many iterations, and resulted in 17 Simple Steps, with some reminder bullets. 

Why is it so hard? It is a discipline with a series of best practices. This is important because the reality is all job aids, lists, are not created equally. I dug into the archives and as a young restoration company operator, I found my documents that were meant to be job aids were wordy documents that ranged from 300- to 1,000-word, single spaced, documents. This was the source of the problem. This was not an effective approach to giving the tools to the team that I was trying to create. They would be fine in a comprehensive manual but not serve as job aids. Here are a few tips (checklist) to help you develop and/or implement lists as job aids. 

  • Simple: Be extremely concise. It is not a replacement for training and experience. I can attest that this is a very difficult element to conquer.  
  • Format and Approach: There are a variety of approaches from a simple checklist to a flow chart. Example: How to Train Someone is an 8-Step Flow Chart   
  • Design: The graphic design, font, colors, and imagery should all be considered. 
  • Test: Test your list/job aid. Your first iteration may have missed something. This is part of the development process. 
  • Incorporate the use of the lists and company expectations in your training and development initiatives. 
  • Accessibility: The team must have access to the lists & job aides. It may be digital, attached to assignments, paper hanging in the warehouse, truck, or placed strategically like putting a PPE Bag Inventory List on the bag itself.  

May using lists bring you much Restoring Success.

KEYWORDS: employee training how to increase restoration

Tips For Implementing Something New At Your Restoration Firm

Posted on 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:

  1. 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.
  2. 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:
  3. 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.

  1. 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.
  2. 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….”
  3. 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.
  4. 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.
  5. 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 by iRestore

company culture, employee management, restoration business leadershipBy 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:

  1. Operations: This can encompass a wide range of items from warehouse organization, clearly defined procedures, to cultural issues.
  2. 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.
  3. 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:

  1. Increase sales 5%
  2. Reduce errors in monitoring data recording by 70%
  3. Train new water technicians to be able to do X within the first 90 days
  4. Improve employee retention by 50%
  5. 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

  1. Describe a Desire Outcome (Goal)
  2. Engage your group in team formation
  3. 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.
  4. 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 by iRestore

By Lisa Lavender M.T.R., M.F.S.R., M.W.Rcommunication in business, company culture, restoration business leadership.

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.

Things I Learned From Running A Restoration Company

Posted on by iRestore

company culture employee managementBy Lisa Lavender M.T.R., M.F.S.R., M.W.R.

I absolutely do not know “everything” and am grateful to learn new things every day. As I consider myself an operations person, my work is never done. I have learned and continue to learn from mistakes, others, and anywhere else I can find knowledge. As I continue to expand and grow, I keep saying: “It is just like running a restoration job!” I do not know if those that I work with are finding it obnoxious. However, I keep finding myself amused.

You may have heard of the best-selling book, “All I Really Need to Know I Learned in Kindergarten” by Robert Fulghum. You will find his first nine of sixteen thoughts listed below and see that they are quite profound:

“1. Share everything.
2. Play fair.
3. Don’t hit people.
4. Put things back where you found them.
5. CLEAN UP YOUR OWN MESS.
6. Don’t take things that aren’t yours.
7. Say you’re SORRY when you HURT somebody.
8. Wash your hands before you eat.
9. Flush…….”

At a glance, you can see the value of these lessons shared by the author.

I am still learning in my role operating a restoration company. The things that I have learned in restoration thus far have been put to good use in other ways — in restoration software, restoration training, and six years as a co-owner and operator of a professional arena football team. I also have had the opportunity to share what I learned with friends in other unrelated industries.

As I continue my career journey, I am grateful to learn, apply, and share some of the things that I have taken from my experience in the restoration industry. The following list has served me well thus far:

  1. Proactively Manage Expectations
    Customers, members of the team, and all involved are best served when we proactively manage expectations. We should train and develop our best practices around this concept.

    1. Be upfront and honest.
    2. Explain the process and/or experience: As we seek to master this in our organization, this applies to both “negative” and “positive” elements of the experience.
  2. Manage Projects
    Project management skills are essential to not only restoring homes and businesses but also executing anything that needs to be done. Projects should be managed efficiently and effectively by:

    1. Establishing a scope of work
    2. Setting timelines and accountability
    3. Budgeting
    4. Managing Resources – in-house and subcontracted
    5. Effective communications
    6. Orders of operations – i.e., critical paths
  3. “Start With The End In Mind”
    Stephen Covey nailed this one and it should be used as a guiding principle in all we do. We must have clear objectives and desired outcomes as we define the path and all the necessary steps. I learned to embrace this in restoration, and it is most helpful to keep top of mind as an approach to executing many tasks and projects.
  4. People First
    At the end of the day, our people in the organization are the greatest asset and make the difference. The right people, values, and leadership are always of the utmost importance to reaching goals. There are countless ways to develop management and leadership skills. There are so many opportunities to grow and develop. A good start is a true and genuine care for people which will propel you to continuously grow and lead you in the right direction. Even if you make mistakes, people who feel cared for and respected will stick together and rise to the challenges.
  5. Things That Get Assigned Get Done
    Be clear on expectations and assignments of responsibilities. The story of Everybody, Somebody, Anybody, Nobody reminds us of this important lesson:  https://www.youtube.com/watch?v=Wgucw8ZJijc
  6. Communicate
    This may be the equivalent of “Flush” in the kindergarten book. It is a vital element for effective internal operations, serving customers, managing resources, and even marketing and business development. Not just communicating, but good communicating and listening are critical.
  7. Best Practices 
    Clearly defined expectations that are documented and repeatable are important to create consistently excellent outcomes. Best practices can lead the way in supporting growth, accountability, and training.
  8. Be Resourceful And Never Stop Learning
    You never know what you need or what you need to know.
  9. Continuous Improvement – You Are Never Done
    The world is constantly changing and evolving. Accept that your work is never done and enjoy the challenges and the opportunities as you go.
  10. It Does Not Work If You Do Not Use It
    This applies to equipment, software, knowledge, and the NeoraFit Wellness & Weight Management System that I purchased.

May sharing the things that I have learned help bring you much continued Restoring Success.

Originally published in R&R Magazine online.

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