Your Two-Word Growth Strategy

News & Press
Written By Mandie Reiber
 

I think we can all agree that the deathcare profession is unique among professions. Our role in guiding families through their darkest season is truly valuable and necessary work––but it can have polarizing effects. We must all cautiously and carefully navigate the intersection of compassionate service, regulatory compliance, and sales skills. Some professionals become understandably depleted from the strain of dealing with death daily, while, for others, death becomes so daily that they become desensitized.

What are you currently doing to equip your team to navigate the nuances of deathcare, while protecting them from the burnout that inevitably ensues? Our studies show, very few firms have a real strategy in place for this––because they’re too busy dealing with the repercussions! And at a time when those firms should be strategizing and expecting positive growth in an exciting new year, most of those firms will surely and sadly be fighting to keep their nose above water.

You could be killing your firm and not even know it!

I know what you’re thinking. “Isn’t that a little extreme?” Listen to this: Studies by the NFDA and Foresight Companies indicate that up to 50% of deathcare professionals leave the profession within the first five years, and that deathcare professionals are at a 20% higher risk of experiencing clinical depression, anxiety, and PTSD. Deathcare professionals work extended hours including holidays and weekends, witness traumatic situations, and endure stigmas from outsiders who find their work to be uncomfortable. More and more funeral homes are reporting high turnover, and it’s impossible to even think about growing the firm when they have revolving staff. More firms are also experiencing decreased satisfaction ratings from customers or drops in revenue share––at the same time that they want to be raising prices and increasing profit margins!

Everyone wants to GROW in 2025. No one wants to be in the same spot, or worse, this time next year.

So how do we fix it?

Two words: People Development. It’s the cure-all for company culture strains; for revolving-door retention rates; for ever-increasing cases of anxiety and depression among staff; for drops in client satisfaction and unpleasant bumps in complaints; and, ultimately, for dents in company revenue.

People Development. How can this two-word strategy really transform the trajectory of your business in 2025? Let’s dig in.

Step 1: Develop Staff Skills

While all mortuary schools teach technical expertise––such as embalming, logistics, or memorial planning––there is often a curriculum gap when it comes to soft skills like active listening, empathy, and problem-solving. Yet, in the deathcare profession, we are called to blend emotional intelligence, cultural sensitivity, and operational efficiency to create meaningful experiences for grieving families––something I would argue requires more soft skills than technical skills. Soft skills are not always intuitive! They require as much (or more) development as the skills we learned in school. The first step of People Development as a growth strategy is to equip your team to master these soft skills.

Set up targeted workshops. Create role-playing scenarios. Offer mentorship and coaching hours. Provide training on customer service techniques and conflict resolution. Ensure that your people feel equipped to navigate the emotional intricacies of their roles!

Step 2: Develop Company Culture

Developing skillsets creates a culture of growth and improvement. It’s not just about upskilling. People Development communicates to your team that they matter––their personal growth matters, their sense of confidence and competency matters, and their contribution to your firm matters. Guess what? That drives them to perform!

I’m a firm believer that everyone has greatness within them. I also believe that life will tamp down that greatness, and we must work actively to help people bring their greatness to fruition. What kind of greatness is hiding inside of your administrator, your funeral directors, your pre-need sales guy? Find a way to pull greatness out of someone, and their gratitude will make them loyal to you for years to come. Your staff roster stops revolving when each member truly believes that you care about them, you want them to be their best, and you’re willing to invest in them. People who believe they have purpose have power. They don’t quit the thing that fuels their purpose. They dig in, even when it gets hard, and they excel.

This empowerment fosters collaboration, creativity, and resilience within teams. Their improved communication creates smoother interactions with clients, reduces stress among coworkers, and establishes a culture of professionalism and care. An engaged workforce is less likely to experience burnout! Because the culture fosters growth and celebrates achievement, professionals feel valued and are more equipped to combat dangerous thoughts and emotions.

Step 3: Develop Customer Satisfaction

There is a direct correlation between employee engagement and customer satisfaction. Employees who feel confident and appreciated are more likely to deliver outstanding service. This is particularly important in deathcare, where families rely on the warmth and attentiveness of staff during vulnerable moments. A strong company culture radiates outward, shaping how clients perceive the business. Families who feel cared for are more likely to recommend your services to others. This word-of-mouth marketing is invaluable in a profession where trust is paramount.

Investing in People Development doesn’t just improve the day-to-day experience within your team—it builds long-term loyalty with customers. As families share their stories of exceptional service, your brand reputation grows, both attracting new clients and retaining existing ones.

Step 4: Develop Scalability

Growth in the deathcare profession often comes with a balancing act: expanding services without compromising the quality of care. Well-developed employees serve as the backbone of scalability. By embedding People Development into their culture, funeral homes and cemeteries can attract top talent, adapt to industry shifts, and weather challenges like economic downturns or increased competition.

This time next year, you may be surprised by the impact of choosing People Development. I encourage you to track your ROI (return on investment). Metrics like customer satisfaction scores, employee retention rates, and revenue growth provide tangible proof that People Development is the growth strategy that will transform your 2025.

Conclusion

As you decide what initiatives to pursue this year, I hope you think beyond another paid advertisement, another sales outreach campaign, another [fill in the blank] project to boost your income. Instead, I hope you look at the team of humans in your office and wonder: “What if?”

What if Joe believed he was better off with you than anywhere else, and he finally invested his focus into his role?

What if Nancy was finally able to service families with confidence, because she’d been coached through her fears of inadequacy or conflict?

What if Keith felt supported and appreciated, which renewed his enthusiasm for his sales outreach?

What if you prioritized supporting and equipping the team that you have, and trusted that the ripple effect will transform the trajectory of your business in 2025? In deathcare, People Development is more than another HR initiative—it’s a strategic advantage. By prioritizing the personal growth of your team, you will ultimately enhance workplace culture, elevate the customer experience, and fuel long-term financial success.

Mandie Hungarland

Mandie Hungarland went from being the very first "Ringer" for Dead Ringers in 2017 to overseeing all operations as the company's COO. She loves a good spreadsheet, building platforms and processes, and partnering with deathcare firm owners and managers to strategize for growth! Mandie is particularly passionate about customer experience in deathcare and teaches on empathy and effective communication in the profession.

 
Mandie Reiber
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