“Management 101”

Tim SmithPresident, Gwinnett Cemeteries

I. The Most Important Aspect of Managing People Is …CONSISTENCY!

A. Examples: GOD PARENTS COACHES TEACHERSB: Your Employees Need a Rock, a Lighthouse, an Unmovable, Unflappable Pillar of Strength!C: They Don’t Need You To Be Perfect …Just Predictable & Consistent!D: Your Employees’ Lives Are Often a Mess, So You Need To Give Them Stability in Their Workplace!

II. The Most Important Step in Becoming a Good Manager is …ACCOUNTABILITY!

A. You Must First Accept Your Accountability Before You Can Successfully Hold Others Accountable!

B. “Excuse-Makers” as Employees Make Lousy Managers!

C. There Is No One Else To See, To Call, To Blame!D. Stewardship Carries Heavy Responsibilities!

(The “Parable of The Talents”)

The Second Most Important Step in Becoming A Good Manager Is …RECRUITING!

A. The More Talented Your Staff, The Easier Your Job!

B. Great Coaches Have Great Players!

C. “You Can’t Make Chicken Salad …”

IV. The Expectations You Set Must Be … REASONABLE!

A. High Expectations Are Good If They Are Attainable!

B. Inspect What You Expect! You Can Make Rules, Set Standards & Establish Goals, But Without Inspection You Will Never Help Employees Reach Expectations!

C. The Expectations For Your Employees Must Be Based on The Needs of The Company!

V. The Third Most Important Element of Management Is …COMPLIANCE!

A. Enforcing Company Policy Must Be Non-Negotiable!

B. The Manager Is An Extension of the Owner! (There is no “They”, Only “We”!)

C. Non-Compliance Results In Undisciplined, Unprofitable & Possibly Illegal Activity!

V. The Third Most Important Element of Management Is …COMPLIANCE! (Continued)

D. Employees May Not Always Understand “Why” Your Policies Are The Way They Are! (“The Older I Get, The Smarter My Parents Get”; “Wax On, Wax Off”; “Sand The Floor”; “Paint The Fence.”)

E. Your Administrator Must Accept Responsibility of Being Your “Compliance Officer”! (Their World Must be “Black and White”!)

V. The Third Most Important Element of Management Is …COMPLIANCE! (Continued)

F. “Compliance Training” Should Include Federal Law, State Law & Company Policies!

G. Growth In Management Will Hinge Far More On Your Ability To Say “No” Than “Yes”!

VI. The Fourth Most Critical Principle of Management Is …GAMEPLAN!

A. All Employees Must Know The Plan, The Program, The Goal, The System!

B. Don’t Treat Your People Like “Mushrooms”! They’re Not In the “C.I.A.”! Don’t Keep Them “Dumb & Dependent” ---- Share With Them, Teach Them, Remind Them, Daily, of The “GAMEPLAN”!

VI. The Fourth Most Critical Principle of Management Is …GAMEPLAN! (Continued)C. Insist On Your Employees Working Their Jobs Your

Way! “My House, My Rules”! It’s Your Butt On The Line, Not Theirs! (Players & Assistant Coaches Rarely Get Fired --- The Head Coach Usually Gets Canned When The Team Is Losing!)

D. As An Owner Or Area Manager, Hire/Promote Managers (“Coaches”) Who Understand, Believe & Teach Your Program! (You Can Utilize Someone Who Doesn’t, But They Need To Be “Isolated”, Usually in a “One-Horse” Location!)

VII. Practical, Reasonable & Attainable …EXPECTATIONS!

A. Managers1. Quota --- $4,000 Volume Per Interment”2. Staffing --- One Counselor Per 75-100 Interments One Administrator per 200 Interments One Maintenance Per 75-100 Interments3. Compliance --- No “Wrongful Burials”, No “Cover-Ups”4. Profits --- “A Dollar Saved vs. A Dollar Sold”

VII. Practical, Reasonable & Attainable …EXPECTATIONS! (Continued)

B. Counselors1. “Sales Thru Service”/”Frontlines”2. No “Wrongful Burials”3. No “Cover-Ups”4. 75-100 Interments5. Follow-Up/Aftercare6. Attention to “Detail”7. $4,000 “Volume Per Interment”8. 2-1 “Preneed vs. Atneed Ratio”9. $4,000 “Weekly Pre-Need Average”10. No “Hand-Offs”/”Passing the Buck”

VII. Practical, Reasonable & Attainable …EXPECTATIONS! (Continued)

C. Administrators1. “Support-Team” Attitude2. “Compliance Officer” Responsibility3. Attention to “Detail”4. Ability to Say “No”5. Up to 200 Interments6. Profits/”A Dollar Saved …”

VII. Practical, Reasonable & Attainable …EXPECTATIONS! (Continued)

D. Maintenance1. “Support-Team” Attitude2. “Time Per Task”

a) Grave Openings/Closingsb) Vault Setupsc) Installing Memorialsd) Lawn care

3. Attention to Detail4. 75-100 Interments

VIII. Keys to Improving … Performance

1. Recruiting1. “Energy”2. “Street Smarts”

2. Training1. “Program”2. “Practice”

3. Monitoring1. “Inspection”2. “Expectations”

VIII. Keys to Improving … Performance (Continued)

4. Packages1. “Full Presentations”2. “Six Expenses” (2 – Funeral Home, 4 – Cemetery)3. “Discount Program” (“Package Discount”, Not

Pre-Need vs. At-Need)

“RIGHTS” vs. “RESPONSIBILITIES”I. “SELF-SERVING” (My Needs)

Vs. “SERVING”(Other’s Needs)

II. “PRIDE” (B.M.O.C.)

Vs. “HUMILITY”(Fortunate, Blessed, Grateful)

III. “MANIPULATE” (Under Stress, My Best Interest)

Vs. “PERSUADE”(Educate, Their Best Interest)

“RIGHTS” vs. “RESPONSIBILITIES”(Continued)

IV. “PUSH” (External Pressure, Short Term)

Vs. “LEAD”(Internal Pressure,By Example)

V. “PRIVILEGE” (Taker, Self-Fulfillment)

Vs. “DUTY”(Giver, OutwardlyFocused)

VI. “POWER” (I’m In Charge, Ultimate Authority)

Vs. “STEWARDSHIP”(Responsibility,Submission)

Conclusion

• “Call of Duty” … FAMILIES FIRST approach, LOYALTY TO COMPANY approach, SERVANT-LEADER HEART!!