1. Effective Communications for Success Phillip Rosebrook JR, CR

2. Effective of Communications  Customer service levels  Employee satisfaction  Profitability  Adjuster satisfaction levels  Limit growth challenges

3. Opportunity “The Art of communication is the language of leadership” James Humes  Biggest weakness in most restoration companies  Companies that can become exceptional can create sustainable competitive advantages

4. Organizational Communications  Internal  Employees  Subcontractors  External  Clients  Adjusters  Stakeholders

5. Client to Company  Feedback loop and process  Dispute resolution  Expectations  Complaints  Emergency assistance  Recognition

6. Company to client  Formalize and systemize the process  Customer hand-off  Their role and our expectations

7. Internal Examples Thousands of Employees surveyed by Business Mentors  Biggest frustration in most organization  Employees don’t know where the company is going  Don’t know their job description or more importantly where the company is going  Feedback not consistent or lacking completely

8. External examples  Schedules and arrival timeScopeQualitySubcontractorsCompletion dates

9. Too many assumptions  Employees know their job  Clients are clear about he process  Company thinks job is complete  Company thinks the employees understand

10. Why do barriers exist?  Thought they knew  Didn’t think it mattered  I was too busy  Costs too much  Takes too much time  Had more important things to do  Didn’t think about it

11. A Challenge to consider  Become the best communication company in your marketplace  Create cheerleader customers through keeping them informed during the project  Understand the adjuster communication expectations and deliver  Create a team of passionate performers that love working in your company

12. What does that look like?  Internal  External

13. Internal  Groups:  Staff meetings  Divisional meetings  Individual

14. Staff Meeting Agenda  Goals and vision  New staff  Safety and company visits  Victories  Customer cheerleaders  Awards & recognition  Divisional updates  Challenges and expectations

15. Individual  No hallway business conversations  Formalize manager meetings  Set time and day  Written agenda  At least monthly as often as weekly  Goal setting and action plan

16. Personnel Review  Annual  Quantifiable measurements  Non-Emotional  Consistent rankings  Recognize great performance  Clear expectations and action plan  Quarterly  Coaching assessments  Consider shorter forms and ratings  360 Review

17. Non-verbal communications  Walk the talk  Your staff is watching  How do you treat your clients  What do you reward and celebrate  What gets measured gets done  What do you do when no one is looking?

18. Non-Verbal  Ziglar  Be – do – have  What kind of person are you?  How do you spend company and personal resources – what does your staff see?

19. Production issues  A successful job is the result of effective expectations  Planned and proactive

20. Internal Production  Proper scope of work  Timeline expectations  Project quality expectations, scope and materials  Budget  Timeline  Materials

21. Subcontractor  Expectations for working with the company  Payment expectations  Scope  Budget  Materials  Communication with client  Customer service Requirements  Dispute resolution

22. Client communication status quo  Client doesn’t care  Let’s put our effort on quality and service  It is not important  We are already busy - no time

23. Identify our expectations of the client  Selections  Access  Concerns  Payment  Quality control

24. A Crawford client example  We will communicate with the client in the method of their choosing  Email  Call  Cell  Work  Home

25. Client communication  Brand and image  3 A’s  Paperwork  Vehicles  Uniforms  How should you dress?  Warehouse and equipment

26. Pre-job  How to communicate with the company  Problem resolution  Project goals  Timeline  Completion dates  What the project will look like – what you are doing and not doing  Who will be on the job  If start is delayed then call at least every week prior to starting

27. During production  Visit site at least once and often more likely  Call customer several times per week during production  Client paperwork  Proper contract  Schedule client inspections and stage sign off  Selections  Customer service calls  Random spot checks by upper management  Final notification of completion – make sure they think you are done

28. Post production  Quality  Warranty procedures  Product information  Referrals and letter of recommendation  Ways to improve our service  Collection expectations and their role

29. Adjuster clients  Timely paperwork  File notes  Documentation  Fax, email or phone  No complaints and peace  Closed files  No surprises

30. Summary  If you can manage communication you will have tools for:  Cheerleader clients  Profits  Quality control  Staff buy in and accountability  Great company culture

31. Closing thoughts  Trust  Accuracy  Honesty  Provide feedback  Be a cheerleader  Proactively manage your communications