Unsuccessful as well as successful firms are often beehives of activity and hard work. Yet, the activities and efforts that actually “move the progress needle” are often poorly done or not done at all.
In my opinion, Funeral Directors tend to be smarter than they are given credit for. They know they need to be progressive. They know they need to keep up with trends. They know they need to adapt and change, introduce new services and plan for the future. All the while balancing personal priorities with the immediate priorities of the business. Those immediate priorities are a form of tyranny as they consume the available time, resources and emotional energy of most of today’s practitioners.
Why We Don’t Get It Done
- Inability to dedicate uninterrupted time to explore options and plan.
- Lack of opportunity to research and develop an organized execution strategy.
- Inability to quantify priorities to create clarity and direction.
- Competing agendas among stakeholders: family, partners, staff.
- Lack of consensus.
Considerations For Breaking Out
- Perhaps it would be better & faster if someone else did it.
- Perhaps there is a smarter way to do it.
- Perhaps there is a better & faster way to reach consensus.
- Perhaps someone with extensive personal experience and resources can help you:
- Sort it out.
- Gain clarity and consensus.
- Speed up the process.
- Take off the pressure.
- Get it done less expensively.
My career began after I passed the National CPA Exam in the top 3% in 1978. I worked as a project di- rector for a company that specialized in refurbishing distressed companies. Here I learned how to quickly analyze problems, develop and prioritize solutions and implement strategies for effective results in unrelated industries.
In 1980 I was retained by the financially distressed Order of The Golden Rule. After successfully revital- izing that company I went on to become President of Brown-Wynne Funeral Homes and Cemeteries where I built on an already successful strategy to position the firm for sale in 1991 at a multiple in excess of 10 times EBITDA.
As President of Trust 100 from 1991 to 2008 I built that company into one of the largest preneed market- ing companies in North America. Since 1980, except for a brief period executing a turn around for one of the na- tion’s largest flower retailers, I have devoted my career exclusively to the DeathCare profession.
Having sold Trust 100 in 2008 I am now free to pursue my passion: Helping clients clarify their future and develop prioritized plans to get them where they want to go.