Restoration Rewind Delta Development Group Monthly Newsletter
December 2016
DDG in Mobile, Alabama Delta Development Group headed south to the new Eastern Gulf States territory on Sunday December 4th to start building relationships and understand the market better for the incoming franchise location. We met with several local vendors, a property manager, and the Chamber of Commerce. Our travels through the area were also fruitful in identifying the local hospitality markets and where the residential markets are most concentrated. The meeting with the Chamber produced the most insight on how the City of Mobile is growing through attracting new companies from other states and countries to establish new manufacturing facilities. The local vendors supported the Chamber’s market description adding also that the insurance restoration industry does not have a strong player in the Mobile market area and all are very excited for Delta Disaster Services to be opening in this area. The south lived up to its reputation with polite, very friendly people and delicious cuisine. We are looking forward to getting back down there in the first for the premarketing efforts and the grand opening. The business community is very supportive as well as the local city council. Business to business will be more of a challenge in this market based on the “old boys� relationships. Business to consumer market is strong and will respond well to our traditional and internet marketing efforts. All in all the Mobile market will be a great addition to the Delta franchise network and we are very excited to have Jim Cagle and Team building out the south.
A Convention? Yes, A Convention! That’s right, every year we have our Annual Franchise Convention and of course, 2017 will be no different. We are currently working behind the scenes to piece together the final details of the agenda. We have already solidified some fantastic speakers, whom we will introduce to you in a later newsletter. This year’s program will be a little bit different than past years with more, smaller, power sessions to keep your minds working in overdrive. We also know that many of you are maturing and have the need for more business centered education as well. Our 2017 program will be loaded with these types of topics as well. As always, the convention is mandatory for all owners but all of your employees are welcome to join us for any and all of the sessions. Make sure to add the 2017 convention dates to your calendar. Wednesday, March 22 will be a day of training and instruction. Official Convention program will begin Thursday, March 23, 2017 and run through the end of the day Saturday, March 25. Events will be at the beautiful Golden Hotel. Discounted rates are available directly with the hotel until February. More to be announced soon!
U.S. Small Businesses Owed $825 Billion in Unpaid Invoices That so many small businesses fail is no mystery when, on average, each is owed $84,000 for products and services delivered but not paid for. According to a study by U.S. Bank, 82 percent of small businesses fail due to poor cash flow management. I know many small businesses where lack of cash on-hand forced them to shut down right as they were hitting their stride. My mother’s staffing business eventually shut down because of this exact problem. This is not an uncommon story for small business owners but I didn’t realize was the scale to which this is happening until my team at Fund box analyzed more than 39 million invoices on our platform from the tens of thousands of small business customers we serve. We estimated the total amount in unpaid invoices across all U.S. small businesses is approximately $825 billion, equivalent to about 5 percent of the U.S. GDP. On average, each small business has $84,000 in unpaid invoices. Can you imagine what they could do with an extra $84,000 to fund their operations? Likewise, can you imagine how the economy could benefit from millions of small businesses spending $84,000 each on supplies, equipment, advertising or hiring more employees?
Cash in the Door Based on OCTOBER Royalties‌ Delta Disaster Services of Southern Colorado does it again! Emmis, Rosey and the rest of the team put together a great month and brought nearly $500,000 cash in the door in October. Great month Emmis, Rosey and team! Delta Disaster Services of Western Colorado also had a great month. Great Job Bruce, Tyler, Felicia and team!
Marketing Corner Congratulations it’s almost the end of the year and your efforts have made a difference in the growth of your company, the real question is how have you grown? Year end is always a great time to self-reflect on your professional growth. As with your annual marketing plan, you need a personal growth plan to insure your future success. A great way to do this is through self-assessment and challenging yourself to view your efforts from different perspectives. The following article outlines the best practices on how to perform these steps for self-assessment and growth. Enjoy! – Jason Kaber -
How to Do a Proper Self-Review and Identify Your Professional Pain Points (Before Your Boss Does) By: Alan Henry
It's the end of the year, which means it's performance review season for many of you at work. Ideally, there should be no surprises in your review, but we've all thought that before. This year, give yourself a self-review so you'll have all the ammo you need to respond to criticism and suggest improvements long before your boss confronts you. Here's how to make that selfreview less painful and more useful—not just for this year, but for your whole career. Self-reviews are usually the worst part of performance review season. You're already busy, and now you have to sit down and take time out to fill out a document where you don't want to be too boastful but you don't want to call yourself out on your mistakes openly, either. Here's the clincher though: self-reviews only suck because you know they can (and likely will) be used against you when it comes time to do the review. Let's take the self-review process and turn it into
something really useful. In this post, we'll walk you through doing a real, private selfreview, identifying your professional pain points and irritations, and then coming up with solutions that you can bring to the table when you meet with your boss. We'll also chat about how you can make the whole process even more painless next year. Step One: Write Down What You Do, What Others Think You Do, and What You Should Be Doing The first thing you need to do is get clear on what it is you actually do every day, and compare that with what your job description says you do. Take some time one afternoon—maybe on a Friday when you're doing your weekly review—to write down what you think your regular responsibilities are. Include all of the things that make your position what it is, but don't forget to include all of those other things your boss or colleagues saddle you with. You know, "other duties as assigned," either because someone else doesn't feel like doing it, or you have unique skills that make you the best for the job. Once you have a good complete picture of all of the things you do at work, make a separate list of the things that are actually part of your job as advertised. If you can, look for a copy of the opening you applied for, or for a similar one that your company may be advertising. Doing this can be illuminating because you usually stumble on something that you probably should be doing, but don't. Usually it's harmless, outdated, or some corp-speak that doesn't translate into day-to-day duties, but keep your eye on it. Once you've finished your two lists, arrange them so your most important and job-critical responsibilities are at the top. Now, assign each two letter grades from A to F to each. The first is how important and interesting the responsibility is to you. The second is how important you think the task is to your boss. If you see anything you hate doing but know is important to your company, make a note of it. If you see anything you love doing but you know it's not important to your role, make a note of that as well. Step Two: Review Yourself from Your and Your Boss's Perspectives Next, it's time to fill out those dreaded self-review forms. Don't worry: what makes our forms different is that first, we're going to keep the results private, and second, we're going to use forms that are actually useful. You'll want to do three quick critiques of
yourself: how well you think you're doing from your perspective, how well you think you're doing from your boss' perspective, and how engaged you are with your work. Review Yourself from Your Perspective: Your employer probably has a self-review form they use for this purpose. If they do, use that—it's the best tool to get yourself in the mindset that you need to be in for the real thing. Just make two copies: one you can fill out and review on your own, and one you can return to your boss. We both know that the answers you give your boss will be massaged so they're guarded but honest, so you want a copy where you can really tear into yourself—or toot your own horn without worrying sounding vain, as the case may be. At its core, whatever your form says, you should ask yourself these basic questions:
•
How well do you feel you've performed this year, on the whole? It's an irritating question, but remember, the only person seeing your answer this time is you. Be honest, and get your thoughts out about your overall performance. Have you been coasting? Why? Are you more energetic now that you're off that one project that kept you on-call on weekends?
•
What were some of your biggest accomplishments this year? List them all, and don't be shy. Think hard about this—these will eventually be some of the things you take to your real review and use as ammunition to show how valuable you are to your boss and to the company overall.
•
What areas or skills do you want to develop over the next year? This oft-asked question is usually interpreted as "how do you want to improve," but it should also be "what parts of your job do you want to streamline or eliminate next year?" Think of it in terms of how you can grow and what skills you can learn, but also how you can improve your job and spend more time doing the things about it that drew you to the job in the first place.
•
What are your goals for the coming year? Much like the previous question, this one should be more about moves you want to make, things you want to focus on, and in your case, since this is just between you and you, it can include things like switching departments, moving to a new job in (or outside) of the company, and how you're going to lay the groundwork to get there.
Review Yourself from Your Boss's Perspective: This one will take as much objectivity as you can muster. Put yourself in your boss's shoes and review yourself from his or her perspective, using the prioritized responsibilities we mentioned earlier. Start with the responsibilities you have that are most important to your boss, and write down how well you do those things, and how frequently you do them. Again, if you can use the actual evaluation form that your boss uses (like last year's copy, for example) then use that. If not, the Massachusetts Institute of Technology (MIT) has some great template forms that you can use for this exercise. •
The Narrative Form (MS Word) gives you a more conversational, essay-style form to fill out. It asks some basic questions about your overall performance, areas of exceptional performance that you think your boss will note (or that they've already praised you for,) areas of improvement, and your expectations for the coming year.
•
The Descriptive Scale Form (MS Word) is best for companies where the review process actually uses a score, or if your review form has bubbles on it for "exceeds expectations," "meets expectations," and so on. It's a bit longer, but it asks specifically targeted questions that are easier for you to answer from your boss's perspective. For example, "Holds self accountable for assigned responsibilities; sees through tasks to completion in a timely manner," has responses ranging from "exceptional" to "proficient" to "unsatisfactory." There's room under each topic for brief elaboration.
This may seem rough, but it's actually really useful. When it comes time for your actual review, think back to this exercise and figure out exactly how close you and your boss are on each of these areas. Ideally, your boss would answer these questions the same way you would. If you're not on the same page, or if you have no idea how your boss might think about a specific question, you may not be communicating enough with them. If you're worried about one of the questions, you may have stumbled on something you can bring up as something you'd like to improve, or get rid of entirely. Find Out How Engaged You Are at Work: Reviewing your performance is important, but it's only part of the overall picture of you as an employee. You also want to take a step back and think about how engaged you are with your work and your company. Are you doing what you want to do or that you think you're good at, or are you just doing what you know how to do so you can draw a paycheck?
Gallup has 12 questions that measure this, published in the book First, Break All the Rules: What the World's Greatest Managers Do Differently. Some may sound silly, but they're worth thinking about: 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow? Shoot from the hip here. The point is to draw from your gut, which is most likely to be truthful about the actual answers. For example, you should know offhand if you've been praised in the past week, or if you have someone at work you look forward to seeing every day or someone you'd invite over for dinner (eg, the "best friend.") You should know offhand whether you think your opinions matter, or if you have a chance to do work that you're really good at. When you're finished, you'll have a remarkable picture of your personal morale. HR experts like to call it "employee engagement," but you can use it as a powerful self-evaluation tool. At the very least, your answers will reveal if you're happy at work (and what you're happy with,) whether you're unhappy but things are worth trying to salvage, or if you're so jaded it's time to leave. You can use your responses to identify those professional pain points that hold you back—not just in your job, but your career as a whole. Step Three: Identify Your Pain Points and Bring Them Up To Your Boss You've reviewed what you do well, what you don't do well, and matched it all up to your expectations and job description. Now, write down those things that you hate about your job. We're not talking about the fact that the coffee machine never seems to get cleaned, we're talking about the fact that you're on call more than your colleagues are,
or the fact that you're supporting an ailing and old platform with no manufacturer support. These are functional things that you and your manager should sort out. You also want to note the bigger career pain points that you have. If you're a software developer but you just don't have time to learn new languages or new technologies, that's not just a job problem, it's a career problem. If you're a project manager and want to get your PMP, bring it up to your manager—getting certified can only add to your value to the company. Think about your career growth overall and what may be limiting you about your current job. Bring them up to your manager, but come with solutions in mind that you can propose. Your boss may be willing to help, but having a solution to the problem in hand at the same time will go a long way towards getting what you need to be a better, stronger, more skillful you. For Next Year (and Beyond): Keep a Work Diary and Get Regular Feedback We know this is a lot of work for a performance review. Here's the secret though: you only have to do most of it if you've never done any of it before, or if you know there's a risk that you and your boss may not be on the same page about everything. For example, if you and your manager communicate often, there's no reason to do a review from their perspective—you know the two of you will see eye-to-eye anyway. If you don't keep a work diary, now is a great time to start. Even journaling a day or week up to your review can give you a slice of your own life on paper. You can review it at a distance, feel energized by the things you accomplished, and reflect on whether the conflicts and irritations you have are big problems or little stuff. You'll get a dose of objectivity that you can apply to your job, and easily identify the things you love or hate about it. Similarly, if you and your boss don't communicate often enough, see if you can schedule one-on-ones with them to get regular feedback and clarify your responsibilities. If you two don't agree on what's important and what you should spend your time doing, you'll never be successful. It may sound painful, but a half-hour every week or two can go a long way towards better reviews, bigger raises, and great references when you do move on to a better gig. Finally, use your review exercises as a tool to build a real career plan you can follow. Don't just go to work every day and let it be something that passively happens to you between 8am and 6pm—take control of your professional life and give it some direction. Sometimes, knowing where you're going and what you're doing is the difference between having a "job" and a "career."
5 Steps for Businesses to Start the Year Here is a great article from “Forbes” and a good check-up for any business as you start a new year. The article is written by Steve Odland a Forbes contributor.
It’s the beginning of another year. Most companies are on a calendar fiscal year so as we roll in from the holiday breaks we have an ability to view our business from a fresh perspective. Additionally, a quick look at the cumulative top line is a reminder that sales start over again at zero! – A scary sight for sure. As we contemplate these and other challenges, here are five steps for businesses to start the year: 1) Talk to your customers. Ask them what you’re doing well and what you’re not. Ask what they want you to do differently. Ask them what they like about your competitors. Ask them for their wish lists—what do they need to help make their businesses successful. Your ideas for new products and services are interesting. Their ideas are invaluable. 2) Re-evaluate your offering. With the speed of change in business today, often the goods we sell or services we provide are dated. What can be done to refresh the line? Are your services still relevant? 3) Check the macro-environment. Seems like this would be hard to miss as we’re bombarded with economic reports daily. But we need to sit down and evaluate what’s happening around us from a government, regulatory, tax, etc. perspective and determine how this will affect our businesses in the coming year. 4) Do a strategic plan for each competitor. Huh? Aren’t we supposed to focus on our own strategic plans? Well, yes, but we don’t operate in a vacuum. If we have no inkling what our competitors will do in the marketplace how can we hope to be successful on the same playing field? A surprisingly low percentage of companies attempt to construct plans for their competition. Then they are shocked when competitors make “illogical” moves.
5) Pull people together. Bring your team together and talk about things. Discuss openly how people feel about the previous year’s results and what they want to accomplish for the next year. Reinvigorate the team’s excitement about the vision or mission and recommit to the long-term goals you (hopefully) collectively established.
In a nutshell, we need to step back and view our businesses from 30,000 feet. We need to reconnect and listen to our customers. We need to look around us at what’s happening that could impact us in the coming year from a macro and competitive standpoint. And we need a recommitment from our teams. What better way to jump start success in a new year?
And we will leave you with this…