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Author: Alan Creedy

How Funeral Directors Confuse Being Nice With Being Kind

Written by Alan Creedy on . Posted in The Creedy Commentary. 3 Comments on How Funeral Directors Confuse Being Nice With Being Kind

When it comes to customers funeral directors are often the nicest people. But being nice and being kind are two different things. It takes courage to be kind. There is risk to it. You don’t really have to be more than just agreeable to be nice. Smile, never say anything bad about anybody and NEVER, EVER be controversial or confrontative. But to do this you don’t need to care…really care….about people. You just have to be diligent in avoiding conflict.

Being kind takes skill, tact and most of all a true desire to help people. You really have to care. You can be nice but not kind. You cannot be kind and NOT care. The difference is caring. You see, caring causes you to want people you care about to do what is best for them. and that means helping them avoid mistakes. It means sometimes having the courage to risk conflict to point out where their actions might cause regrets.

As experts in death care you know what is right and wrong. What will help and what has potential for harm. Being kind is about informing people of the risks of a given action. Two examples:

  1. We all know that an hour’s visitation prior to a funeral rarely works. People don’t show up until the last minute, the family doesn’t have time to interact with everyone they want to and they are forced to endure 45 minutes of anxiety worrying about whether anyone is coming. We should tell them that and make suggestions that might remedy the situation like a brief reception (2 hours) following the service.
  2. We all know that cremation families often experience a need to permanently memorialize their loved one. Unfortunately, they usually don’t realize this until weeks, months or years after the death. When a family tells you they want to scatter the ashes (that’s the word they use) we should warn them of this risk. We should offer options like reserving some of the ashes in case there is a need to permanently memorialize.

Basically, being kind is telling people the truth…even if they don’t want to hear it. You will be surprised how much people appreciate you for it.

The Fallacy of Casket Discounts

Written by Alan Creedy on . Posted in The Creedy Commentary, Money: Getting it and Keeping it. 7 Comments on The Fallacy of Casket Discounts

Ever since it was revealed that SCI enjoyed a big discount the discussion around the convention lunch table has been preoccupied with the subject of discounts and rebates.

For more than 15 years I have heard a lot about percentages but never about dollars. It’s not my dog much less my hunt but I think it’s time everyone faced the fact that it’s not the size of the discount but how much you pay that counts.

Not long ago I was working on a project with a client that enjoyed something in the range of a 25% discount. I needed to find cash for them so I decided to bid their business myself. Very, Very interesting results. Here are the wholesale averages on just 3 companies:

  • Current vendor @ 25%                 $1,630
  • Vendor B                                            $760
  • Vendor C                                         $1,363

There is an old saying:

“You can’t spend Percents”

Here is what you need to do what I did:

  1. A generic description of each casket in your selection room
  2. The number of times each casket sold during a recent period (for large funeral homes I use 3 – 6 months for small funeral homes I use a year)
  3. The current wholesale price of each casket including freight AFTER discounts and rebates
  4. Multiply the wholesale price of each casket times the number of times it sold
  5. Total this last column and divide the result by the total number of caskets sold

You will end up with the weighted average price you are paying currently for caskets. Take the generic list AND the number of times each casket was sold WITHOUT the information about what you are paying and MAIL it to however many companies you want to compare. When you receive a response enter their wholesale prices in another column on your spread sheet and multiply them the same way you did for your current vendor. Then divide by the total caskets to get their weighted average price.  NOW and only NOW you are comparing apples with apples.

Here is what your spread sheet might look like: CLICK HERE

WARNING:

  •  I don’t recommend switching to the lowest bidder until your current company has had a chance to make a new offer.
  • I expect every company to ask for an opportunity to change out your selection room to make it more effective. No problem but only AFTER you have selected their company as your vendor. Do not do this before you make your comparisons or you will not be comparing “apples to apples” any more.

Hey You…Yes You!

Written by Alan Creedy on . Posted in Practitioner Forum: Insights and Ideas. 6 Comments on Hey You…Yes You!

I am out of my comfort zone.  It’s ok.  But it’s like learning to write your name with your left hand if you are right handed.  Try it.  It’s hard.  you have to think about it.

Hopefully, by now, dear reader you have figured out my true passion.  I believe in funeral service and I believe in funeral directors…most funeral directors any way.

What has me out of my comfort zone is this:

Our profession is broken and I want…desperately want…to help fix it.  But I am like you.  I like being nice.  I like being liked. I like being respected.

I have spent years trying every thing I could think of to open your eyes and help you see first what needs to be done and second how to do it.  In effect, how to fish.  But I wasn’t moving the needle.

Then I began to notice that many of the “Pied Pipers” you so avidly listen to weren’t as kind and gentle as I try to be.  In fact, they are downright rude and often demeaning.  So, I thought: “OK, I don’t like it but I will try it.”  and BINGO it worked.

I shared my perplexity with an old industry friend.  He told me why it worked.

It turns out that you share all my same frustrations. You are neither blind nor stupid. but you don’t realize that you…YES YOU…are part of the problem.  So, on those occasions when I am rude and confrontational you think I am talking about everyone else and, in your mind, you are saying: “yes! Give it to ’em!”

But, I am talking about all of you…or better…all of us.  I don’t like talking (writing) in a confrontational style but if that is what it takes for you to listen then I will.

But you are not innocent.  You cannot remain the same.  You CANNOT put new wine into old wine skins. You must learn to do new things in new ways.  You must stop listening to the “pied pipers” with “dogs in the hunt” and just dressing up yesterday’s business model.  Quit it…will you?

It’s your livelihood. It’s your future.

Futility is a sad way for you to end a career. It is neither over, nor too late. There are things you can do to change the trajectory your business is on. Given the nature of human beings only a few will actually do it. But those who are able to re invent themselves will enjoy renewed prosperity and, best of all, have fun. BTW, be careful not to throw the babies out with the bathwater. Some of the things you do are good, very good. Differentiating the important from the obsolete is the key.

If I die on this hill, so be it. What hill are you willing to die on?

Reinvention: Islands of Excellence In A Sea of Mediocrity

Written by Alan Creedy on . Posted in The Creedy Commentary, Leadership. 5 Comments on Reinvention: Islands of Excellence In A Sea of Mediocrity

“one cannot manage change.  One can only be ahead of it.” 

Peter Drucker

The Cornerstone Assumption of the funeral side of DeathCare is that being nice is the same as being effective.  Our “worldview” of being nice people is that we must never, ever make waves or create awkwardness.  We run pell-mell from any form of confrontation.  This is an inherently flawed “worldview” but it is, nevertheless, the one that prevails and pervades the profession of funeral directing.

There is a consequence to this worldview.  In fact, two come to mind.  First,we rarely, if ever, stand up for ourselves.

But the second and more dangerous of the two is our overwhelming tolerance of mediocrity.  Our almost pathological preference for conflict-avoidance leads to almost universal passive aggressive cultures in which:

“More energy is put into thwarting things than accomplishing things…but in the nicest way”

I am unwilling to believe that people don’t know this.

In fact, I believe that most practitioners are very much aware of it but since no one ever calls anyone to account and very, very few firms actually hold themselves and their staffs to high standards there is a mutual secret of complacency.

Whoa…Wait A Darn Minute…Alan!!!  WE HAVE HIGH STANDARDS…YOU NEED TO COME SEE OUR FUNERAL HOME!!!!

Sorry, I have seen it and, frankly, the Emperor has no clothes.

In his book “The Five Dysfunctions of a Team” Patrick Lencioni discusses “Artificial Harmony” where fear of conflict leads to behaviors that mask true issues and avoid accountability.  You are confusing Artificial Harmony with “fire-in-the-gut” passion for doing what is best for your customers. I know this because you are choosing to lay down and let your customers run over you when you know better.

But you are right.  Before I go further we do need to stop here and draw a line.  First, all human organizations are, to one extent or another, dysfunctional.  This does not mean they are bad.  Nor does it mean they are not occasionally effective.  But it almost always means they are not optimal.  Unfortunately, in DeathCare, it too often means they are mediocre even when they think they hung the moon.  In fact, there is a correlation between “moon-hanging” and secret mediocrity.   There is only one road to health and that is recognizing and accepting that there is a necessary tension between your current norms and the ideal you are hopefully working toward.  Improvement requires you embrace that tension…something most DeathCare practitioners are loathe to do.

How do I know?

There are several ways, some subjective others scientific.

  1. SUBJECTIVE OBSERVATION: I have a very close acquaintance.  She is very likely a genius.  She is also mentally ill.  Early in her career she had a byline with either Time or Newsweek (I can never remember which) and The Journal of Commerce.  This was a remarkable accomplishment for a woman in her 30’s in the 1960’s and 70’s.  She is now and has been for many years unable to work.  If I did not know her well, however, it would be almost impossible for me to detect that her take on reality was not true. I once asked a psychiatrist friend how he could possibly diagnose such a case.  He told me that it was impossible in the first visit and often for the first 3 or 4 visits.  But, ultimately, the patient can’t keep their story straight.  Cracks appear and then you begin to see the real truth.  And so it is with a human organization.  Observe long enough and the cracks appear in the veneer.  Not long ago I did a project for a very progressive and impressive firm.  This firm “had it together”.  While there I observed an incident.  I concluded it was an aberration in the culture.  Recently, I had occasion to interact with the same firm.  During that interaction I observed a different incident with a different employee resulting in the same aberrant behavior.  The cracks appear.  No one is perfect.  Artificial Harmony.
  2. SCIENTIFIC ASSESSMENT: I use an assessment tool called an Organizational Culture Inventory (OCI).  REMEMBER, I prefer to teach people to fish.  That means that I want you to be well so you can function independent of me in the future. This tool has been used for decades to assess all manner of organizations across virtually every culture in the world.  The research company that developed it (Human Synergistics) has found that cultures that produce optimal performance (Ideal Cultures) vary from country to country.  The assessment produces a visual diagram of organizational culture called a circumplex.  By comparing your company’s circumplex with the ideal you can focus in on what you need to do to improve your culture from its current norms to the ideal norms.  It gets everyone pulling in one  direction.  Very effective and fairly rapid.  Here is the ideal culture for the United States.

As a simplistic overview the Circumplex is divided into three parts: Constructive, Passive-Defensive and Aggressived Defensive.  Ideal Cultures…those that produce optimal results…are almost always constructive styles.   Here is a composite of actual funeral home norms:

Obviously quite a difference.  What I want you to notice is that the strongest parameter, which is in green (part of the passive defensive culture) is avoidance.  Here is a direct quote on that behavior at the individual level:

“The Avoidance style reflects apprehension, a strong need for self-protection, and a propensity to withdraw from threatening situations. People high in this style “play it safe” and minimize risks, shy away from group activities and conversations, and react to situations in an indecisive and non-committal way.”

Be careful here.  You may think this is not you. But this circumplex included some very highly respected firms.  Can you begin to see why I believe we have such a high tolerance for mediocrity?

3. THE NAKED TRUTH: I have a hypothesis I have been trying out lately.  So far I am hitting 100%.  I don’t like it.  You won’t either.  But if we are going to get well it needs to be said.  Here is what I think happens.  You get out of mortuary school.  You go to work at a funeral home.  Maybe your own family funeral home.  You do removals, you embalm, you oversee visitations, you drive family cars, you lead processions and then one day…out of the blue…the funeral home is real busy that day…you are minding your own business and they get one…more…call.  Someone hands you a folder, tells you the family will be here to make arrangements at 2:00 and you need to make arrangements…by yourself…unsupervised.   When I first posed that hypothesis I was not expecting the response I got.  Many of you can still name the family after 20 and 30 years.  Some remember you were told not to worry “it’s only a cremation family”.  Others remember the day of the week.  But, so far no one has suggested it was different.  THAT SEEMS TO BE THE SUM TOTAL OF YOUR ARRANGEMENTS TRAINING.  If this is true then it explains the inability of the profession to defend itself.  It explains the low self image that characterizes us.  It explains our codependency relationship with our casket companies.  It explains a lot.  Best of all it can be fixed!!! and fast.  And it gives me hope.

THE GREAT TEASE

I really try to keep these under 700 words I am almost double that on this one.  Here is what I want to tell you.  I have found the Islands of Excellence in our Sea of Mediocrity…the real answers.  Thanks to the recent research completed by the Funeral Service Foundation we now have a much better sense of what consumers are looking for.  I have found solutions for the Arrangement Conference.  I have found the mechanisms that will permanently transform you and your culture into a high performing culture.

Next week I will share a little of that with you and my plans to help those who are willing to rediscover some of that “fire-in-the-belly” passion.  Let me leave you with this:

I continue to believe we stand at the threshold of the single biggest opportunity in the history of DeathCare.  The transformation will not be painless but the pain will be tolerable.  It will require investment but that investment will not be out of the reach of even the most humble willing to make it.  Best of all many of you will rediscover your purpose.  The only real barrier will be our attitude.

Is A Scarcity Mentality Keeping You From Being A Good Leader?

Written by Alan Creedy on . Posted in The Creedy Commentary, Leadership. 1 Comment on Is A Scarcity Mentality Keeping You From Being A Good Leader?

A Scarcity Mentality is the zero-sum paradigm of life.

People with a Scarcity Mentality have a very difficult time sharing recognition and credit, power or profit – even with those who help in the production. They also have a a very hard time being genuinely happy for the success of other people. Yet it is a scarcity mentality that prevails in funeral service and gives rise to so much of the infighting that holds us all back.

One of the primary responsibilities of a leader is to develop people by empowering them.  But this doesn’t mean just giving people the keys to the vault and hoping for the best.  It is hard and complicated work.

Almost 40 years ago an article appeared that has since become a classic.  Entitled: “Who’s Got the Monkey?” it used a charming metaphorical style to illustrate how we often voluntarily become subordinates to our subordinates.  Characterizing problems as monkeys we learn that by assuming every problem is a joint problem we actually unwittingly cooperate in this game of transferring monkeys.

Over time, it becomes harder and harder to tell who is working for whom!

The essence of staff development is teaching people to manage their own monkeys

This makes sense and the article goes on to describe a very precise method for transferring monkeys back to their rightful owners.   Also included is an equally precise outline for the care and feeding of monkeys:

  1. Monkeys should be fed or shot
  2. The monkey population should be kept below the maximum number the manager has time to feed
  3. Monkeys should be fed by appointment only
  4. Monkeys should only be fed face-to-face or by telephone
  5. Every monkey should have an assigned next feeding time

How A Scarcity Mentality Hinders Your Ability To Manage Monkeys and Develop People

25 years after the original publication of “Who’s Got the Monkey?” Steven Covey published a followup article entitled: “Making Time For Gorillas” In which he very accurately observed that we had made little progress in the development of leadership styles beyond the “Command And Control” style that prevailed at the time of the original publication.  “Command and Control” is one of the two dominant leadership styles in funeral service.

Covey’s insight included the observation that for leaders to successfully manage monkeys they must first invest in developing their people.  “Command and Control” types are reluctant to do that.  Worse,

They are actually eager to take on their subordinate’s monkeys.

“…many managers may subconsciously fear that a subordinate taking the initiative will make them appear less strong and a little more vulnerable.” Says Covey

Covey also tells us that surveys report that executives feel half or more of their time is spent on matters that are urgent but not important.  They are trapped in an endless cycle of dealing with other people’s monkeys...reluctant to help those people take their own initiative.

If I were a “Command and Control” type here is what I would do:

  1. Download and read the original articles by clicking on the image below
  2. Let my wife and kids read it so they would have a better understanding of why I never have time for them
  3. Share it with my staff
  4. Get over myself and start making the investment in my people so that I could trust them and I could enjoy my life.
It’s your choice.
YOU CAN BE A SHOP FOREMAN OR A LEADER

 CLICK ON THE IMAGE TO READ THE ORIGINAL ARTICLE

 

Are You Really A Team…Or Just A Workgroup

Written by Alan Creedy on . Posted in The Creedy Commentary, Leadership. 3 Comments on Are You Really A Team…Or Just A Workgroup

competing employees racingMost people speak of those they work with as a team. But, in my experience, people rarely understand what a team really is.

In funeral service what typically represents a team is really a group of people who are very nice but work towards their own ends independently. If the firm has clear standards and systems then things tend to work smoothly. If not, then hidden beneath the surface is a collection of resentments, hurts and misunderstandings that simply fester. This is called “Artificial Harmony.”

Artificial Harmony is evident in most of the firms I have worked with over my career. In fact, the louder the claims of “we’re like family” and “we function as a team” the more confident I become that I will find that Artificial Harmony is really what is going on.

In reality most business teams, whether in funeral service or some other career area, are really work groups. Few function as true teams. Study after study reveals that true team work environments are more productive, create higher customer satisfaction and generate greater profits.

The difference between a team and a workgroup is simple. A golf team is a workgroup. A group of individuals working independently whose scores are toted up to determine where they stand. The metaphor for a team is a basketball team. Each member is INTERDEPENDENT on the others. No single person can win games as effectively or consistently. It’s not about whether or not they like each other (although I am sure many of them do). It is about a shared vision of reality, common goals and leveraging each others strengths and (most of all) have trust and confidence in your teammates.

Members of teams hold each other accountable to the team for their performance. It does no good to “bear” the underperformance of another with a smile because you “hate confrontation.” To do so means the team loses. No, instead, true team members recognize their responsibility to carry their respective weight and fulfill their responsibility to the whole.

Years ago I saw a needlepoint in a client’s office. I went home and printed it on a regular size piece of paper, framed it and now it hangs on my wall:

“A man (or woman) can do anything in a business, 

as long as the holy spirit is in control,

and no one cares who gets the credit”

Boomer Owners: 6 Signs That It’s Time To Talk

Written by Alan Creedy on . Posted in The Creedy Commentary, General Topics. No Comments on Boomer Owners: 6 Signs That It’s Time To Talk

The saying goes, “It’s lonely at the top.” Who do you talk to when you’re the boss?

Edgar Schein, Professor Emeritus at the Sloan School of Management at MIT, observed that the most common self – image among business leaders is that of the “Lone Warrior – Hero.” I have found this to be true among funeral home owners and managers. There is a sense of isolation and aloneness that pervades. At conventions and seminars a sort of bravado often emerges. People seem to be under pressure to look good or capable or secure when, actually, no one is any one of those things. I found this out, personally, when I began following up on some of the program presenters and discovered that their claims were… shall we say…somewhat embellished.

As I have grown older two of the things that I think are the most profound lessons are:

Our struggles, doubts, experiences and frustrations are never unique; and I have never met a whole person. By this second observation I mean that many of us think and behave like we should be perfect. Hence the preoccupation with persona. The bare – bones truth is that everyone has issues, disappointments, blind spots, failures and so on. The various coping mechanisms we employ may differ but it is more likely that you are no better and no worse than anyone else.

People have been saying of me lately that I am very intelligent. Make no mistake, I like hearing that. But it is not true. I know a lot about what I know about just as you know a lot about what you know about. It just so happens that I know a lot about things you don’t know about just as you know a lot about things I don’t. In other words the range of human intelligence is very narrow. In fact, I believe that, if we want to, we can know more about what each other knows. We can be smarter than we think we are.

All that said, one other lesson of my life is that age does change you. Many of us have less energy, less enthusiasm for adventure. Risk becomes a bigger word. More to the point for many, many business leaders as they get closer to the end of their career is the very profound struggle of succession. So, here are 6 warning signs that indicate (very strongly) that you should find someone you trust to talk with. All of us can tolerate an incredible amount of unhealthy thinking UNTIL we hear those same thoughts roll off our tongue. Talking openly with a trusted advisor or friend can literally catapult you into a much clearer and less frustrating world.

  1. You find yourself fighting over things that don’t matter.
  2. You find yourself just getting angrier as you get older.
  3. You worry your identity is too tied up in your career.
  4. You are not sure you can trust those who will succeed you.
  5. You are unwilling to hand over what you created.
  6. Thinking about change just makes you tired

PTSD: Who Helps The Caregiver?

Written by Alan Creedy on . Posted in The Creedy Commentary, Practitioner Forum: Insights and Ideas. No Comments on PTSD: Who Helps The Caregiver?

Many Funeral Directors consider themselves caregivers. This article causes me to see a two way street. As you read it think about the critical role you can and should play with your customers AND their guests. But to those of us who support the practitioner, let’s think about the critical role WE should and can play for those who serve the grieving. We have two ears and one mouth for a reason.

What People Need Is a Good Listening-T0

Two psychiatrists met at their 20th college reunion. One was vibrant and enthusiastic. He looked younger than his years. The other appeared withered and fatigued and walked with the stoop of the aged. “So what’s your secret?” the tired-looking psychiatrist asked. “Listening to other people’s problems every day, all day long, for years on end, has made an old man of me.”

The younger-looking one replied, “Who listens?”

Unfortunately, that is too often a problem with the rest of us, isn’t it? Who listens? I mean, REALLY listens?

I received a letter from a woman who lives in New York. She explained that her 22-year-old electrician son Joe went to Manhattan a few days after the September 11, 2001 attacks on the World Trade Center buildings. He wanted to volunteer his time, but discovered that his skills were not needed.

But it turns out that Joe was able to help in a way he never anticipated. For on the train ride home, he sat across from a weary firefighter who was also traveling home from the scene of the disaster. The firefighter was covered in what appeared to be “ground zero” dirt and debris. Though Joe could see bits of rock in the man’s hair and noticed that his hands were bloody, what worried the young man most was the look in the firefighter’s eyes. They appeared lifeless and dull.

Then the man, apparently in shock, began to talk and Joe listened. Joe soon forgot his own disappointment about not being able to volunteer his skills that day as he listened to the gruesome story the firefighter related.

The man told about retrieving a shoe with a foot inside. Joe listened. He talked about cleaning debris from a face, then discovering that this person’s body was gone. Joe continued to listen without flinching. He did not react in disgust. He did not judge. He did not interrupt. He just listened.

He listened as the firefighter lamented about the carnage everywhere and about shoes…there were so many shoes, he said. Everywhere…shoes.

Through it all Joe quietly held the man’s attention and listened, which is exactly what the rescue worker needed at that moment. And because he listened, the man continued to speak. He talked his pain out, as much as possible. In the presence of a stranger, he tried to put his world back in order, to make sense of the day’s chaos. And Joe, for that time at least, helped him carry his unbelievably heavy burden.

That day Joe did not give blood, nor did he use his electrical skills to help with the relief effort. But he did one of the most important things a human can do for another. He gave a stunned and disheartened man his whole attention, and thereby, in a small but vital way, assisted in the work of setting the world right.

Mary Lou Casey says, “What people really need is a good listening-to.” It’s not always easy. And, at times, it may not be fun. In fact, listening closely to another often turns out to be difficult work. But day in and day out, attentive listening may be one of the most important and satisfying ways we can spend our time.

It’s true. What people really need is a good listening-to.

– Steve Goodier

It’s All In The Attitude

Written by Alan Creedy on . Posted in The Creedy Commentary. 1 Comment on It’s All In The Attitude

My friend, Howard Beckham, responded to last week’s video on customer service at Starbucks with the following comment. I feel if all of us would adopt his attitude we would see much happier customers.  Thank you Howard.

“Many years ago as an 18 year old working at J.C. Penney Co. I began to understand the real importance of customer service. It dawned on me one day that it really wasn’t Penney’s that paid me, it was the customers I was helping who purchased items from me at Penney’s that I was “really” working for. I used to go out of my way to be helpful on the sales floor no matter what department they put me in. (I did find it a bit awkward once when a floor manager with a sense of humor assigned me to ladies intimate apparel one evening).

When I later moved to selling photocopiers form several years on commission I really learned who my “real” boss was….my customers. When they bought from me I got paid. (how simple is that to figure out?) And who made sure the customers who bought from me here taken care of properly when they had a service issue, you can bet who the customer frequently called first.

When I returned to the funeral business over a decade ago now, this time as a licensed funeral director, I remembered the lessons I had learned about customer service and endeavored (even though at times I felt like I was pushing a boulder uphill) to be an example to others of a positive attitude and selfless service. I can see the difference it has had on many people I am around. I might be making some small positive difference.

In the Scriptures we learn so many great things….especially about service to others. Three concepts ring in my ears most every day.

1. You receive no witness until after a trial of your faith.
2. Sometime you just have to press on, enduring until the end with faith.
3 When you are in the service of others, it is the same as if you are serving The Master.

We are in a service business way beyond what any other service businesses even contemplate. What we do day in and day out is actually important. We need to remember that and do it well.

Howard Beckham is a practicing funeral director in Florida. He is currently president – elect of the Independent Funeral Directors of Florida.

 

Do You Hate Confrontation?

Written by Alan Creedy on . Posted in The Creedy Commentary, Leadership. 2 Comments on Do You Hate Confrontation?

Most of us do, especially those in the helping professions. Yet, we all know that our jobs require that we occasionally interact with others in challenging ways. When we engage this way our blood pressure rises, palms sweat and we may even lose sleep. For those of you who supervise or manage others here is a simple process that can change your perspective, make the effort less stressful and, in some instances, even encouraging.

Download my STAFF CLARIFICATION PROCESS BY CLICKING HERE.Staff Clarification Process