Transcript How Company Culture Impacts Branch Office Management

How Company Culture
Impacts Branch Office
Management
Canstar Restorations
Art Johnson, CR, WLS
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Meager
Beginnings
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Today’s Numbers
 150
Personnel
 70 vehicles
 50,000 square feet in 5 locations
 Water, Contents, Construction, Hazmat.
 Esporta
 Fireline
 Water Out
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Our Five Locations
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Canstar belief: Finding the Right
People Starts With us! Are we
attractive?
 Your
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management style
“Good to Great’s” Level 5 leadership
• It’s in your blood with passion.
• Who Says Elephants Can’t Dance? Lou Gerstner
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Level 1 to 5
 A clear
vision and mission based on
values.
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What does the future hold for the company?
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Rule #1
Where are we going?
“Begin with the end in mind.”
Stephen Covey
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Must be structured like a franchise
Jay Dargatz
President
Melissa Sandry
Office Administrator
Project Managers
Wendy Bryan
Vice President
Art Johnson
Operations Manager
Santosh Mohanen
Controller
Scott Hilborn
Water Damage
Division Manager
Debbie Malcolm
Contents
Division Manager
Greg Chaisson
Project Manager
Laurie Zanetti
Project Coordinator
Jason Ross
Project Manager
Leila Kristoffersen
Project Coordinator
Judy Rose
Accounts Payable
Adriana Innell
Production Assistant
Robert Mah
Project Manager
Amber Poffenroth
Project Coordinator
Margaret Innes
Accounting
Water Damage
Technicians
Jeff Morrison
Project Manager
Lynn Massey
Project Coordinator
Water Damage
Laborers
Pete Hoefsloot
Project Manager
Sherry Brown
Project Coordinator
Surrey
Sandy Dunn
Construction
Division Manager
Velvet Cates-Capell /
Marion Parke
Sales
Robby Todosichuk
Safety Off.
Lindsay Fix
Assistant
Corrine Etheridge
Production Assistant
Safety Committee
Robby Todosichuk
Safety Supervisor
Surrey Cleaning
Staff
Construction
Trades
Art Johnson
Management
Surrey Warehouse
Staff
Construction
Laborers
Sam Hamilton
Construction
Cheryl Cote
Surrey Supervisor
Frank Gomboc
Production Manager
Whistler
Terri Punt
Production
Assistant/Contents
Art Johnson
Haz Mat
Haz Mat
Supervisors
Haz Mat Techs
Ellen Shepherd
Contents
Tammy Dayton
Field Supervisor
Rob Alain
Project Manager
Pam Oger
Project Coordinator
Crew Leaders
Brittany Duncan
Admin / Clerical
Jim Sigouin
Project Manager
Surrey
Reception
Cleaning Staff
Cheryl Cote
Surrey Warehouse
Ellie Swanson
Warehouse
Supervisor
Frank Chung
Project Manager
Brittany Duncan
Project Coordinator
Amanda
Secretary
Chris Macievich
Project manager
Michelle Nicoletti
Admin Assistant
Laundry
Reception
Port Coquitlam
Warehouse Staff
Adriana Innel
Jennifer Thomas
Dale Kishi
Electronics
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Develop a strong
culture.
"I used to think culture was part of the game. Now I realize it is the whole
game." Lou Gerstner CEO IBM 1993-2000.
Individuals that you hire to run your branch office must
realize this also.
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CANSTAR’S CULTURE:
MISSION STATEMENT
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To be recognized by our clients, our competitors,
our peers, our suppliers, and ourselves as being
the best in the industry and continually moving
toward excellence in everything we do.
 Also, it is well communicated that Canstar’s goal
has never been to be the biggest but instead the
best in customer service and as an employer.
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Our Credo
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We will smile for our team, our
clients, and ourselves.
We will answer the phone in a
timely and courteous manner.
We will ensure no project is so
urgent or important that we
neglect safety.
We will recognize ourselves as
“Ladies and Gentleman” serving
“Ladies and Gentleman”.
We will recognize the strengths in
each individual.
We will own every problem until a
solution is found.
We will strive to understand and
be understood, before we act.
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We will base all of our decisions
our values; what is best for our
Clients, our Team, and our
Company.
We will create “cheerleaders”, not
simply “satisfied customers”.
We will know the team and the
company standards have been
met when the tick list items are
complete.
We will stay committed to the
security, growth, and goals of
each other.
We will reflect our mission
statement in everything we do.
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A Culture of Respect
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According to one Stat,
1 percent die
3 percent move away
5 percent develop other relationships
9 percent leave for competitive reasons
14 percent are dissatisfied with the product
68 percent go elsewhere because of the poor
way they were treated by employees of the
company, do you think our employees know
this? Posted everywhere.
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“CREATE A CHEERLEADER AND EVERYTHING ELSE
TAKES CARE OF ITSELF”
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Rules of the Game!
Consistency & repetition, consistency & repetition.
Know the language
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Cheerleader customers = Someone that goes out of their way to say good things about your company.
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Customer eyeglasses = Look at everything that you do from the view of the customer. Always ask yourself,
“How would the customer view this?”
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Moments of truth = Anytime that anyone comes into contact with your company and forms an opinion,
whether consciously, or unconsciously.
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Value added service = Appearance, attitude, or actions that exceed the customers expectations.
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Baseline expectations = The minimum acceptable level of performance that the customer will accept. They
are neither, satisfied nor dissatisfied.
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Emotional bank accounts = The place where moments of truth are deposited. It takes twelve positive
moments to make up for one negative.
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Internal company = A company that exists for the benefit of the organization and the employees of that
company. A state that occurs due to entropy, which is the natural tendency for things to turn inward.
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External company = A company that exists for the benefit of the customer. They organize their systems and
procedures around the convenience of the customer.
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Service circles = Each individual activity in the company in which the customers experience is managed.
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Service systems = A system that connects each service circle and creates a seamless hand-off between
each circle.
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Hand-offs = A system for transferring a client from one circle to another.
You are actors on a stage play and the customer is always watching – make sure they see your best performance.
Always ask the question – how would the customer view this? Become an external company that focus’ on the
customer!
Become obsessed with service – Homework assignment: find a positive or negative moment of truth at home, the
store, on the road, at work, etc.
Create a Cheerleader and everything else takes care of itself!
Paradigm shift – you are now part of a team that produces customer cheerleaders. You are part of an exceptional
service company that manages the customer’s experience.
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Remember the three A’s – Appearance, Attitude, Actions
Secrets to a Strong Culture
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The world's most successful companies live by a
clear set of core values.
Put your core values in writing to ensure that
everyone is on the same page.
Keep your core values clearly in front of your
people and customers at all times, and find ways
to make them real.
Your core values should reflect what makes your
company unique and distinct.
There’s no magic number of core values you
need.
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Secrets to a Strong Culture
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Implement ways to hold everyone accountable to
following and preserving these values.
Make certain that every business decision is guided by
your core values.
Come up with a way to reward those employees and
teams who best exemplify what your company stands
for.
A key tenet of your core values should be a commitment
to give back, in both time and money, to the communities
in which you operate.
Your core values should include such ideals as listening
to your customers, having an open door, rewarding hard
work, creating a fun and friendly place to work-in, and
making customer service a way of life.
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Culture of Respect
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Our culture goes well beyond our clients: If you
take care of your internal customers everything
else looks after itself
 Orientation
 Gung Ho
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Instill value in our team and our work, it’s worthwhile
We train well and then respect them to do their job,
given the right tools.
We cheer them on.
Crestcom management training
Q12 surveys
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The Right Branch Manager
They must:
 Share the core values and vision of the
organization
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You can’t make or create them
• Scorpion
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You must find and expose their core values
• Opened ended questions and surveys.
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They must pass the mars test:
• Would they carry on the core values wherever they
go?
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To maintain the Culture Forever!
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Choose right
Orientate thoroughly for buy-in
Give them the tools and structure they need
Visit them often
Support them and their programs
Involve them at the home office
Keep them in the loop
We live up to our culture by striving to be the
best.
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Thank you
Art Johnson CR, WLS
Canstar Restorations
[email protected]
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