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TFC GPL

I have trained thousands of funeral directors in my tenure and hearing I don’t like to talk about money from some always gets a reply from me: “Well, then your funeral home owner shouldn’t deposit your salary into your bank account since money is so distasteful to you.”  Now hear this! It’s your job to talk about the money! The FTC provides you with a document that actually has numbers on it; it’s called a General Price List.  The GPL is not a general services list or a memoir of the history of your funeral home.  It’s about the MONEY!

Why don’t funeral directors like to talk about the money?  A few excuses come to mind. The first, “I just do this as a ministry.”  No problem, I’ll donate your earnings to the charity of your choice.  Another, “I don’t want to upset the family when they are experiencing such a difficult time.” It’s your job, Skippy. Do you think that families show up thinking the funeral is gratis? (That’s free for y’all in West Virginia.) Still yet, “I’m here to serve and the money will take care of itself.”  Yes, you are here to serve.  However, it’s your responsibility to make sure the family knows the costs of their chosen goods and services as well as what options are available for payment…otherwise, are you going to make them guess?

The FTC makes it easy for funeral directors because it mandates (not asks, not suggests) that the General Price List be presented to a family prior to engaging in the selection of services and products.  Do me a favor; open up a GPL (you know, the leather bound, embossed folder with old English lettering and the dove on the front cover).  Take a look at the descriptions of services and then note the $ symbol with numbers next to it.  That set of symbols and numbers notates the prices; you know…how much your firm charges people for services or products.

It’s worth repeating. The FTC mandates that you share this document, the General Price List, with each and every family you serve.  What makes you think that you shouldn’t talk about THE PRICES?  Are you ashamed of what your firm charges?  Are you scared to actually do your job?  Do you think you’re doing the family a favor by keeping them in the dark?  Are you making a choice to be out of compliance with the FTC?  What is your reluctance?  Please, help me understand!

By the way, I have the “secret sauce” of how to talk about the money with families.  And guess what? Everyone pays and we have $0.00 accounts receivable.  From the Command Post (West), Cheers Y’all! #thefuneralcommander

Pick YP

The three “R’s” will literally poison a funeral home; Human Resources, Accounts Receivable and ‘Rithmatic. I recently attended The Foresight Companies funeral boot camp where my fellow recruits and I were provided an in-depth look at our funeral homes. During the three days of training, it became glaringly obvious that the vast majority of funeral homes are just a lawsuit, failed collection or miscalculation away from serious problems.

Human Resources: Does your firm have a Human Resources professional on staff or on retainer?  If not, here is an example of the poison I’m referring to that will make you spit out your coffee this morning. Perhaps you are a funeral home owner that crowns managers making them “exempt from overtime” so that you can go to your beach house and not work weekends. Yet the manager isn’t authorized to fire the funeral director that goes to the big church replacing them with a much better intern; and/or if said crowned manager cannot give the employee under their command a raise, you are in big trouble if DOL (Dept. of Labor) knocks on your door. The classification of “non-exempt employee” according to the US Department of Labor includes several more specific parameters such as managing two or more employees (mere supervision doesn’t count), and the authority to hire and fire, or establish compensation. In fact, the DOL can make your funeral home DOA pretty quickly over an overtime dispute. There are many more facets of HR that can poison your firm; these are just a few examples. Beware.

Accounts Receivable: Unless you are mega firm and have serious funds stored away, cash flow is king at a funeral home.  With the average funeral home in the US holding over $17,000 of receivables, financial failure is a real possibility.  Leadership, training and accountability are the collective remedies to reverse the AR poison.  However, the majority of funeral home owners simply ignore the slow death from drinking the tainted AR Kool-Aide rather than address the obvious and take charge of their business.

Rithmatic: Do the math.  I mean conduct a complete analysis of costs/overhead structure, then pricing, monitor and adjust.  I may be insensitive to those “running the ministry the grieving.” However, even churches pay attention to their books.  If you and your staff are not capable or you don’t have an accountant that conducts a complete P&L review including measurement of budget to outcome, hire a professional.  I know you love the families you serve, but you may love them to death-the death of your funeral home.

Yep, I’m a retired Captain and I have captioned the moniker of The Funeral Commander for a reason.  “I’m not going to tell you to go to hell, I’m going to tell you the truth and it may feel like hell.”  Quit poisoning your funeral home.  That’s the truth.  Oh, and a new one I picked up over the weekend (thanks Mark Fisher): No one gets offended by a statement that doesn’t apply to them.”

If you are offended, then you are drinking the 3R poison and fooling yourself.  Want to get off the Kool-Aide?  Email me jeff@theharbesongroup.com and  let’s set up a time to chat. If not, plan your own funeral home funeral…but of course, that’s a post for another day. From the blurred and smoky Command Post, Cheers Y’all! #thefuneralcommander

 

12bgps

US funeral homes are owed over $300 million for services and products already provided. Let that sink in. Just this past week I was made privy to a firm that has over $500,000 of accounts receivable. If you are a funeral director that proclaims “I’m here to serve families and I don’t talk about money,” then you have an owner in dire need of a spine implant or major cajones attachment surgery.

The ridiculous notion of allowing such behavior is squarely the fault of funeral home ownership and management.  Why is there over $300 million owed to funeral homes? Because funeral home owners and managers allow the inmates to run the asylum by not training, monitoring, measuring, and continuously improving their staff. Apparently the pain of not getting paid for services rendered isn’t near the pain of leadership by training and holding funeral directors accountable for their actions.

If you are a funeral director reading this and your firm has accounts receivable, then you are the problem  (make sure your owner doesn’t see this post).  If you are a funeral home owner/manager and your firm has accounts receivable and you are reading this, I give you two options:

  1. Take charge and lead your funeral directors with training to resolve your AR problems.
  2. Do nothing and allow your funeral directors to run your business out of business.

If number one above looks palatable and you don’t have the ability or the capacity to effect this change, then email me jeff@atneedcredit.com. If you think number two is your best option, then I have a question for you: How do you stand up without a spine?

Yep, I’m clearly on the battlefield today and loving the smoke of combat. Remember, I’m not going to tell you to go to hell, I am however, going to tell you the truth and it feels like hell. For those of you that feel like hell, Cheers Y’all! #thefuneralcommander

Remedy 2

When funeral home owners and managers are challenged regarding their failed payment policy of collecting funds for their goods and services, finger-pointing begins.  Often I hear “Once that arrangement door closes, there is not much I can do” and “We have a payment policy, but funeral directors are just not following it” along with other nonsensical gibberish. When statements are made like this I think about the old saying “The inmates running the asylum.”

I had the opportunity to present a Continuing Education Unit over the weekend at Tidewater Community College on the subject “Cash Flow Solutions for At Need Services.” The attendees were very engaged and truly seeking solutions to create better financial postures and processes of recovering the hard-earned revenues of their respective funeral homes.  The problems can be solved with four steps.

Leadership: Step up and be the leader your funeral directors need and initiate solutions with immediate action.  Any non-action to address failure is failure.

Remedy

Training: Create a training program that is easily adapted, intentional and produces measurable results.  If your funeral home does not have organic competence or experience (most don’t) for training, hire a professional. Interesting in the funeral profession there is much howling of directors “hire professional funeral directors” to consumers rather than use online services, “disposers” or “discounters.” Yet when the same barking ilk are in need of assistance in an area that they possess no background or expertise, they seek remedy’s that rarely produce results by non professions. Some examples: Business Management, Financial Advisory/Oversight, Marketing and Social Media Management.

Remedy 3

Accountability: As a funeral home owner or manager, hold yourself accountable first. If you know there are problems (accounts receivable, discounts, life insurance recovery), then it’ your obligation to raise your hand and ask for help, not the funeral directors or employees.  Once you initiate training, then accountability on all levels may be assigned.

Remedy 4

Monitor/Measure/Improve: Training without monitoring the process, measuring results, and continuous refining is a futile exercise.  In fact, the funeral industry has created the notion that “education/CEU” is sufficient. If that’s the case, why do 30% of our colleagues get repeatedly fined by the FTC for simple GPL violations?

MMI

After reading this post look at your YTD (year to date, you know the start of 2016 to now) accounts receivable and discounts allowed. If you don’t know how to find this data, you are in huge trouble.  If this report reveals any AR balances or discounts given, you are in some trouble because your payment policy does not work. Multiply those numbers x 4 to see how bad your year is going to turn out. If you have $0.00 accounts receivable and have not offered any discounts, congrats as you are among a small few of your peers (or you don’t have a clue and in denial).  Get professional help now, remedies and resources are available but you have to raise your hand (and write a check). Want to know who and how? Contact me.

 It’s all about #FNchange, #FNhustle and #FNbrand people!

From the smoke-filled Command Post; Cheers Y’all! #thefuneralcommander

Preach It

Is the funeral industry trying to reflect or define funeral consumer demand and trends? I was provided inspiration for this post while watching a political show recently where the moderator was interviewing a Presidential candidate. The line of questioning was how certain “Washington outsider candidates” with a combined vote count (from both parties) are receiving such an overwhelming number of votes versus the “establishment” candidates. Further, the “establishment” leaders are bewildered because the will of the people is not aligned the establishment ideals. The interviewee’s answer: “The people are rejecting the notion of we’ve always done in this way with their vote.”

As a whole, the funeral industry is in the same mired quandary. The funeral “establishment” is in full attempt defining what consumers want rather than reflecting market demand. No? Last week I posted Use a Computer for Funeral Arrangements? That’s Unprofessional! causing quite a vigorous debate between funeral directors about writing or typing. Yesterday I visited a well-established funeral home in a small town and it is  the market leader (volume 250+ calls).  When I inquired to the owner about what changes he is witnessing he shared with me that in this traditional, high burial church attending town, cremations are on a significant rise (not a surprise).  However, he went on to say that visitations have sharply decreased stating: “I don’t know why I need all this room here, people are just not acting like they used to.” According to conventional wisdom, he should be charging more for visitations and showing more value (maybe free cookies) which would certainly turn the tide.

It’s not just funeral directors that are part of the “establishment” because vendors and manufacturers are of the guilty ilk as well.  Without a doubt, the upcoming ICCFA Annual Convention & Exposition in New Orleans will have the “newest and best” line of caskets that families will love turning in the showroom like crazy making a significant difference to the funeral home’s bottom line.  Yet, in 2016 cremation will eclipse burial as the consumers choice as final disposition.

Think about this: what exactly is the “establishment” vendors and manufacturers doing to address the real challenges that funeral providers face?  If you haven’t a clue what those challenges are, see Serious Funeral Home Barriers to Success for a start. Unfortunately with all the R&D funds (used to find someone else that has invented something new), it’s the same people selling the same stuff to the same flock of sheep. No answers; but one can hear whispers of The Orchestra is Lovely as the ship continues to sink.

However friends, there are sunshine rays peeking through murky clouds of the funeral industry future! I actually saw a very well established, multi-location, legacy generational, family owned funeral home create their own cremation internet business to consumers in their market!  I am also privy to several funeral home owners initiating deep dive diagnosis of their business for their future financial and operational health. We are witnessing some of the flock being healed from their accounts receivable and discount afflictions!  PRAISE THE LORD, there is hope!

Now the serious question needs to be asked, please close your eyes. Search deep into your heart and ask yourself “Am I really trying to adapt and provide what families I serve are asking for…or am I just repeating those painful actions of “We’ve always done it this way?” Friends, it’s never too late to see the light. I urge you, repent and change your ways! You can walk in the sunshine of the future and out of the darkness of the past. Amen.

From the pulpit with a cigar in hand and preaching to the congregation in the Command Chapel located on the Battlefield of Funeral Industry Innovation, Cheers Y’all! #thefuneralcommander

 

 

Training funeral directors to proclaim “We are a funeral home, not a bank” is not the solution to get paid for goods and services.  Access to credit for an increasing number of consumers is becoming difficult and funeral homes are not equipped or offering funeral loans. Unfortunately, traditional lenders like banks are not offering funeral loans especially to those who are credit challenged.

The Washington Times reports that the majority, or 56 percent, of consumers have subprime credit scores (below 640), according to a report released (January 2016) by the Corporation for Enterprise Development (CFED), a nonprofit that advocates for policy changes to help low- and moderate-income households. As a result, these consumers are often locked out of the lending markets. And if they are borrowing, chances are they’re missing out on the lowest rates being offered to consumers with stronger credit.  “Bad credit” doesn’t always mean that the consumer does not pay their debts. Credit is a touchy balancing act: a few missed or untimely payments (slow pay) combined with a high debt to low income ratio and the consumer will find themselves in a quick negative credit score spiral.

Yet, family members of the before-mentioned 56 percent are dying and seeking ways to pay for funeral expenses; they can pay, but not borrow money to pay. With a body in building, what do you do?  I have outlined steps previously in posts Funeral Director Training: Secure Payment Before Contract Signed. and Funeral Director Training: “We ain’t got much money.”  Training funeral directors in advance to understand the parameters of your firm’s policy and the tools/services available for them to create a sensible solution for payment is easily accomplished.

Denying the truth doesn’t change the facts. The truth is funeral home owners are not training staff to create solutions for consumers are struggling financially or providing the tools necessary. These facts manifest themselves with discounts of goods and services along with accounts receivable hampering the cash flow of the business. Solutions are available; take a step in the right direction by contacting me.  To initiate improvement of your financial strength and take charge.  Funeral Pay Plan is the only funeral industry company with funeral home leadership and the experience to change your facts. We have some big news on the horizon which will add to our strength as the at need solutions leaders for cash flow in the funeral industry, stay tuned!

From the Command Post, Cheer’s Y’all! #thefuneralcommander

 

 

 

Doc

I recently visited my cardiologist for my annual checkup (yes, to make sure I have a heart). The process at this practice starts with me on the scales (ugh) and then escorted into an examination room for nurses to take my blood pressure (120/82) and ask questions updating my health habits. When asked about smoking, of course I proudly shared my cigar affinity (’till death do us part) only to be met with scowling looks.

A trainee nurse was taking all the information and conducting the vital stuff with a seasoned nurse providing oversight.  The trainee used software while entering my information on a tablet device.  I didn’t think much of it until the cardiologist came into my little room (35 minutes later or course).

Upon entry we shook hands, chatted a bit and then he opened up his laptop (see photo above). Immediately I asked the physician permission to take a photo of him (not showing his face). I explained why, and he complied.  He also showed me the software he uses providing my entire medical history and information important to him on a dashboard.

Not long ago I was part of a lengthy discussion with funeral directors regarding their opinions using computers during funeral arrangements with families. Needless to say, there were quite a few emotional responses (imagine that with funeral directors). My favorite was “Using a computer with families is unprofessional” and “You have your head down typing and can’t look the family in the eyes while talking to them.”

Two problems:

  1. “Unprofessional” to use a computer in arrangements?  I suppose physicians, financial advisers, bankers, CPA’s and the “other professionals” have it wrong! Certainly the information they are entering is far less important than what funeral directors have to capture.  Only the “other professionals” make so many mistakes and spelling errors that they really need to use a computer when dealing with their patients or clients.  Without a doubt, the handwriting funeral directors “care more.”
  2. “Head down typing.” Really? If you learned how to type or truly could become advanced by sharing your laptop or tablet screen on a 60 inch TV, the family could watch as well as participate in the process!  By the way, who writes without looking down? I’d love to see how that turns out.

It’s time for our industry to align with other professions by investing and training funeral directors to become proficient at basic business skills. “I can’t type on a computer” or “I’m not comfortable using a computer.” is simply unacceptable.  Go to a community college, ask a 7 year old to teach you, get trained, and step up your game.  Funny how fear and reluctance of change actually inhibits professionalism and service; it’s the little things that count.  It’s time to #Fnchange by getting your #FNhustle on to build a better #FNbrand for yourself and your funeral home.

From the foggy cigar smoke filled Command Post, Cheers Y’all! #thefuneralcommander

 

wagmm2

Depending on the zip code funeral directors serve, working with families who are financially struggling is moving from an occasional to a regular occurrence. How is your funeral home training funeral directors to successfully address “we ain’t got much money?” If your funeral home does not reside in such a zip code, then count your blessings. For everyone else, let’s examine how to address this very touchy part of funeral arrangements.

When a loved one dies, most families find themselves suffering anguish from their loss. For a growing segment of consumers, close behind the anguish of loss is the increased pressure of how they are going to pay for the funeral. Training staff for this difficult situation can be proved successful by communicating and creating a solutions .

To start, communication early in the arrangement session is key. The FTC provides us a fantastic tool to address what may be deemed “the elephant in the room.” No matter the preference of the funeral director (development of trust and assurance or collecting important information), prior to discussing services and prices we are mandated to provide the family with a GPL. In case you haven’t noticed, the GPL provides services, products, and are you ready for this; prices (you know, those numbers with a $ in front of them).

Frankly, not addressing this need early on with a family is poor service. Don’t think so?  How many times have you waited to talk about money after complete arrangements have been made by sliding the goods and services statement in front of the decisions makers only then reviewing the bill?  All of a sudden the entire entourage needs a cigarette and a bathroom break returning to tell you that they can’t afford what has been created. You embarrassed them and now you have to start all over again which is a loss of revenue for your time spent, just as a start. This is where everything unravels because many funeral directors will simply offer some kind of discount or claim “we’ll work something out.”  If you sign a contract without securing the payment (see Funeral Director Training: Secure Payment Before Contract Signed), you own this problem.

While proving information about the GPL, consider this language: “The GPL is  just like a menu at a restaurant, it has our services, products, and prices. We don’t charge any more than what’s listed nor do we charge any less. Before we move forward, do you have any questions or concerns regarding our services, products, or prices on our GPL?” From experience, the door has been opened and inevitably the statement “We ain’t got much money” or something similar is floated by the family members in the arrangement session. The response from the funeral director: “How much is not much money? What are your expectations for your loved ones funeral and your financial position to pay for those services?”

If a family states that they desire a “simple funeral” or a “basic cremation” the funeral director should know off the top of their head basic costs. For example: “Our simple funeral with our basic fees (includes staff), transfer from place of death to our care, embalming, casketing, dressing, visitation, interment, funeral vehicles, basic casket and outer burial container is $X,XXX. These costs do not include cemetery costs or cash advances like obituary charges, death certificates or flowers.”  If the family chooses basic cremation: “Our basic cremation includes our basic fees (includes staff), transfer from place of death to our care, embalming, dressing, visitation, a cremation casket, crematory fees and a typical urn is $X,XXX. These costs do not include cash advances such as obituary, flowers, ME fees, and death certificates.”

At this point if the family shares that they do not have enough funds for any of the above, the next logical question from the funeral director: “Share with me your budget and funds available so I may determine what we can provide for you. Please also keep in mind we require full payment prior to us entering an agreement.”  All the cards are on the table. Sometimes, there is not enough for the basics described above. When the family shares their financial position, the funeral director does their job; direct by creating services and products to suit the ability for the family to pay.

Undoubtedly, some readers now are thinking “what if they have no money?” I have been in this business for some time and experienced these very situations. In the six years of our funeral home operations, we have had one family that could not come up with more than $600. Do not compromise. If your funeral home has a “direct cremation” of let’s say $2,000, then that is the cost. In nearly every case, from out of the blue, the funds appear from several sources but mostly other family members. Just this past weekend, a family “had no money” however miraculously, the entire amount was made available prior to engaging in the funeral contract.

Solutions exist to “we ain’t got much money” situations.  However the vast majority of funeral homes fail to train their directors how to solve the problems faced with financially struggling families.  If you knew that you had the cure for cancer, would you tell anyone?  I have the cure for “we ain’t got much money.” You can get a start treatments at Funeral Pay Plan or just keep letting the cancer continue to eat at your business.

Yep, I’m having a great cigar in the Command Post and watching golf while I compose (go Bubba!). Cheers Y’all…#thefuneralcommander

 

Secure Payment

The funeral isn’t over if the funeral home has not been paid in full for services rendered.  I recently read a statistic that the average funeral home has around $17,000 in accounts receivable or past due money owed for services that have already taken place. I have personal knowledge of firms owed hundreds of thousands of dollars. Why?

Funeral home ownership and management has failed. Frankly, simple solutions exist however it takes leadership to change behaviors in the arrangement session and accountability of funeral directors that sign funeral contracts. How? Let’s start with no funeral contract is signed until payment is secured. Payment secured, what does that mean?

  1. Valid pre-need trust with enough funds to pay for goods and services.
  2. Verifiable life insurance-assigned to funeral home by factoring company and fees paid by the family.
  3. Payment in full by cash, check, or credit card.
  4. If any payment above cannot be paid in full, at least 80% of funds must be paid with cash, check credit card or life insurance as a down payment with an approved payment policy in place. If a family cannot pay 80% up front, it’s the wrong service offered by the director.  Reduce services and products to match affordability of the family. If a family can’t pay the majority of the service, the firm will likely not collect the balance due.
  5. No discounts. If a family needs help, use #4.

Of course I know there are extenuating circumstances and funeral directors cry the proverbial “what if the family?”  What if the owner would do their job and train funeral directors process in arrangements to properly explain the payment policy of the funeral home (above 1-5)?  What if owners held funeral directors accountable to not sign a contract until payment is secured?  Here’s what if for you: “What if the funeral director signed a contract without securing payment and if the payment was not collected when due, the funeral director paid out of their salary?” Let that one sink in.

If you think this is all a made up scenario and impossible, then you are wrong. Our funeral homes and cremation company conducts almost 500 services a year; we have $0.00 owed to us.  Want to have the same for your firm?  Contact me 540-589-7821 and we’ll set up a time to further discuss how to lead your funeral home with training as well as director accountability.

Next week I’ll discuss steps how to recover from the failure of training and accountability of funeral directors which resulted in accounts receivable in the “book of promises.” From the Command Post, Cheers Y’all! #thefuneralcommander

 

How to Implement Change in the Funeral Home: An Interview with Jeff Harbeson, The Funeral Commander

Posted February 24, 2016

8 min read

We sat down with Jeff Harbeson, a retired military Captain and funeral home owner/partner, also known as The Funeral Commander, to get his insights on how funeral directors can follow best practices to implement change in their firm. Read on to also see what Harbeson recommends to funeral home leaders who are looking to help their staff better empathize to have greater perspective with grieving families.

Jeff Harbeson: I am a retired as Captain with 20 years of service, including deployment to Operation Desert Storm and a TAC Officer at Officers Candidate School where I taught over 400 non-commissioned and enlisted soldiers to become leaders. I began my funeral industry journey first as a casket sales rep taking me to today as a funeral industry leader operating multiple businesses within the industry.

Those businesses include two successful funeral homes, the TouchPoints Six Sigma funeral home operating platform, an online cremation service, an at-need payment company, a successful consulting company and co-host of the Funeral Nation show. I felt that The Funeral Commander would provide a perfect description of my military and funeral leadership experience.

Q: What is your advice for funeral directors who are looking to implement change? What can they do to support desired change in their firm?

Jeff Harbeson: Before implementation of any change, one has to acknowledge that a problem exists and understand where to initiate correcting the problem. When I first started this journey in the funeral industry, I wanted to learn everything I could about the processes, operations and costs of a funeral home. However, I could not find consistent or credible information simply because no real training existed to find the answers to my questions.

Before implementing any sort of change, my advice is to understand the process or problem and determine if change is necessary. The next logical step is seeking solutions to take corrective actions. Then rebuild the process, train and implement.

One factor to consider is identifying the audience that will be affected by the change. If it’s the funeral consumer, then you also must take into account that behavior modification (training of funeral directors) and monitoring of the process has to take place.

An analogy would be if you’re a baseball player and striking out frequently. You would have a coach analyze your swing so that he could teach you to take corrective measures. After modifications are made, then the hard work of practice and implementation takes place.

My team and I created a complete, alpha to omega six sigma based funeral home operating platform called TouchPoints. TouchPoints identifies every possible step that a funeral director and staff take, and we train multiple times per week to follow those processes. This system allows us to manage workflow and easily identify problems when they occur to take quick corrective measures. Again, back to the baseball analogy: there is a process in place for professionals to follow and they are in continuous improvement mode even practicing before a game.

Unfortunately, the funeral industry has hurt itself simply because once a funeral director gets out of school and gets hired to work, the general funeral home training program consists of: follow me and do what I do. The “trainer” may not have the best route to follow thus perpetuating the problem for the new director. Our system actually provides such great training that new hires, even if newly licensed, are making funeral arrangements on their own in a matter of weeks.

From a funeral industry training standpoint, we have CEU’s however in many cases are a colossal waste of time and resources. Many CEU’s have no intrinsic value to a funeral director and no “teeth.” Many times a funeral director is basically sitting in a session for an hour simply to sign off on a paper and get credit for attendance. No measurement of proficiency, just pay a fee and get credit. TouchPoints has a series of training programs so that our funeral professionals are performing to standards proficiently and are continuously sharpening their skills.

Returning to the question: you have to train to make change—just like professional baseball players take batting practice before a game. Making change takes intentional leadership effort and consistent relevant training for provide a solid foundation.

I can’t think of one issue or subject in the funeral industry that could not be corrected, addressed, or changed without training. From my point of view, training is behavior modification and it’s impossible to make corrective measures nothing is in place from the start. The majority of funeral homes have no training program or process in place to make changes.

Q: When looking at the entire experience a family has with a funeral home, it can be valuable for funeral home professionals to “see” that experience from the family’s perspective. How can we teach or train our staff to see this perspective?

Jeff Harbeson: Funeral directors meet with families during a time which most agree is very difficult. Part of our funeral director using TouchPoints for arrangements includes roll play. We actually get the funeral director to plan their own closest loved ones’ funeral. On top of that, we also have the role-playing director to make choices based on their own financial resources to pay out of pocket. It’s a valuable training session and enlightening for those that are fortunate enough receive. Without ever “wearing the shoes of the next of kin,” the anguish is only observed and not experienced.

Jeff Harbeson: Funeral home operations, in general, have not changed at all and many funeral homes are still serving the consumer the way they did 50 years ago.

However, the consumer has made a tremendous shift in several different directions. For example, consumers know more about our business simply because it’s readily available on the Internet. Twenty-five years ago, consumers had to actually visit a funeral home if they wanted information. Also, the way we communicate has completely changed. Therefore, the consumer is researching and making decisions however many providers have not adapted to using technology to reach the “undecided” consumer with relevant messaging.

In the past, a funeral home was in a community and if someone died or needed to make inquiry, they would physically visit the funeral home to get information from a funeral director. Today a consumer sits in front of a computer and conducts their own research without leaving the comfort of their surroundings. If a funeral home website or social media provides the information sought after, the consumer may then inquire. However, if the website is too “funeral-esque” (like playing piano music when you land, or funeral-wordy), the consumer moves on to other sources.

The trend of people separating from organized religion is a factor that requires attention. If a family is not affiliated to a particular faith and does not think that ceremony is necessary, that’s a problem for many funeral homes with significant investments in real estate as well as recovering revenue from funeral services, visitations, and wakes.

Another significant yet not widely addressed trend is how we are serving financially struggling families. The typical American worker earns less than $50,000 per year. Forbes recently posted a story about how 63 percent of our consumers don’t have$500 cash to pay for an emergency. As a general rule, funeral homes provide no training to their directors how to address the needs of financially struggling families.

Everything comes back to training: how do we address or how do we adapt to emerging trends? We need to know what we offer meets the demands of consumers. Identify those gaps, create a solution, train, monitor and refine.

About Jeff Harbeson, The Funeral Commander

Jeff Harbeson aka “The Funeral Commander” provides leadership on the battlefield of funeral industry innovation. By developing strategic alliances and relationships with other influencers to execute his visions, several successful companies were launched. Jeff is one of the Founders of Family Choice Funerals & Cremations™ as well as the Select Cremation™ brand of funeral service providers. Additionally, Harbeson and team developed a proprietary Six Sigma based funeral home operating platform, TouchPoints™. Also creating Funeral Pay Plan, the company became the funeral industry leader providing loans and payment plans for consumers to pay funeral expenses. As a funeral industry entrepreneur, Harbeson pens the well-known blog, The Funeral Commander and he is also co-host of theFuneral Nation TV web show with social media expert Ryan Thogmartin.

Take Your Business to the Next Level With CRaKN

CRaKN is a new tool that provides everything you need to centralize your information and manage day-to-day activities in order to streamline your operations, prevent errors, and save time.

With CRaKN, you can stay on top of (what’s happening in your firm) CRaKN Products — and you can manage everything, from anywhere. See what events are on the schedule, who is working those events, and what details still need to be finalized, so the ball is never dropped. Find out more about how you can make every service a great experience for your families: (request a demo today) Request Demo.

This post originally appeared on the CRӓKN website. CRӓKN is the all-in-one digital solution that’s transforming the death care industry. CRӓKN’s customizable funeral home software makes it easy to streamline daily operations, allowing funeral home, crematory and cemetery businesses to elegantly and efficiently serve families.

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