“Do What You Do Best; Trade for the Rest”

In the fast-paced world of funeral service, it’s easy for professionals to find themselves caught in a whirlwind of daily tasks and responsibilities. If you’re a funeral home owner or manager, you often fall into the trap of working “in” the business rather than “on” the business. This approach can lead to mediocrity across the board, as we stretch ourselves thin trying to handle every aspect of our operations. A trusted friend once shared a powerful insight: “Do what you do best; trade for the rest, Jon.” This simple yet really smart statement still resonates with me today. By focusing on our strengths and delegating tasks we’re less proficient at, we can elevate the overall quality of our services and improve our personal and professional lives.

Consider the impact of this approach: Enhanced Quality of Service: By concentrating on our areas of expertise, we can deliver exceptional results in those domains. For instance, if you excel at arranging services and comforting families, prioritize these tasks and delegate others.

Increase Your Presence: Delegating responsibilities that drain your energy or cause undue stress can lead to greater job satisfaction and a happier personal life. Focusing on your strengths can make work more enjoyable and less stressful, reducing the risk of burnout in our emotionally demanding profession.

Empowered Team Members: Delegating responsibilities allows your staff to grow and develop their skills. This not only improves their job satisfaction but also strengthens your team as a whole. And one of the biggest factors, their trust grows in you.

Efficient Resource Allocation: By trading tasks with others who specialize in those areas, you ensure that each aspect of your business receives expert attention. This can lead to better outcomes and increased efficiency.

As we move through 2024 at GLP, the mantra of “Managing Less, Leading More” is gaining traction. And I’m not sure that our theme will change next year. This move has made every one here at GLP happier. By building on team members’ skills, potential and encouraging self-management, we are creating a more effective workplace.

Consider the example of embalming. While critical to our profession, I believe not every funeral director needs to be an expert embalmer. If this is your strong suit, I’m relieved and I envy you. But if you are a front-of-the-house FD like me, I specialize in guiding families through the experience. I rely on a few close friends who are expert embalmers. By having one of my colleagues perform the embalming procedure, I’ve found that my stress level is literally cut in half. I know I will receive the highest-quality preparation, allowing me to focus on areas where I or you excel, such as arranging services or preplanning.

The moral of the story: embracing our strengths and acknowledging our limitations is not a sign of weakness, but a mark of effective leadership. By doing what we do best and trading for the rest, we can elevate the standard of care we provide, foster a more satisfied and capable team, and ultimately lead more fulfilling professional lives. As we navigate the complexities of funeral service, let’s try to remember we don’t have to do everything ourselves. Orchestrate your team where each member shines in their area of expertise. This approach not only benefits us as professionals but also ensures that the families we serve receive the highest quality care during their time of need.