1 How company culture took us from $2 Million and BEYOND Art Johnson Canstar Restorations.

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How company culture took How company culture took us from $2 Million and us from $2 Million and

BEYOND BEYOND

Art JohnsonArt Johnson

Canstar RestorationsCanstar Restorations

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Meager Meager BeginningsBeginnings

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Today’s NumbersToday’s Numbers

180 Personnel180 Personnel 70 vehicles70 vehicles 75,000 square feet in 3 locations75,000 square feet in 3 locations Water, Contents, Construction, Hazmat.Water, Contents, Construction, Hazmat. EsportaEsporta Fireline Fireline Water OutWater Out

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Our Locations Our Locations

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Our Locations Our Locations

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We knew that Canstar’s culture We knew that Canstar’s culture began with the management.began with the management.

Your management styleYour management style “ “Good to Great’s” Level 5 leadershipGood to Great’s” Level 5 leadership

• It’s in your blood with passion.It’s in your blood with passion.• As one of our staff said “He was a good guy first and then he As one of our staff said “He was a good guy first and then he

proved to be a good boss later”proved to be a good boss later”• Who Says Elephants Can’t Dance? Lou GerstnerWho Says Elephants Can’t Dance? Lou Gerstner

Level 1 to 5Level 1 to 5

A clear vision and mission based on values. A clear vision and mission based on values. What does the future hold for the company?What does the future hold for the company? A business built with direction…not always that way.A business built with direction…not always that way.

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Is your “handshake” worth it’s salt?Is your “handshake” worth it’s salt?

You have to inspire trust, and once you earn You have to inspire trust, and once you earn people's trust, you have permission to do some people's trust, you have permission to do some amazing things. Trust gives you the permission amazing things. Trust gives you the permission to give people direction, get everyone aligned, to give people direction, get everyone aligned, and give them the energy to go get the job done. and give them the energy to go get the job done. Trust enables you to execute with excellence Trust enables you to execute with excellence and produce extraordinary results. As you and produce extraordinary results. As you execute with excellence and deliver on your execute with excellence and deliver on your commitments, trust becomes easier to inspire, commitments, trust becomes easier to inspire, creating a flywheel of performance. creating a flywheel of performance.

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We determine We determine the Brand.the Brand.

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Rule #1Rule #1Where are we going?Where are we going?

What are we going to build?What are we going to build?

““Begin with the end in mind.”Begin with the end in mind.”

Stephen CoveyStephen Covey

101004/19/23Canstar Restorations10

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What Do We Want to Be?What Do We Want to Be?

No interest in being the biggest….No interest in being the biggest….Just the BEST….Just the BEST….

Mission Statement:Mission Statement:

To be recognized by our clients, our To be recognized by our clients, our competitors, our peers, our suppliers, and competitors, our peers, our suppliers, and ourselves as being the best in the industry ourselves as being the best in the industry and continually moving toward excellence in and continually moving toward excellence in everything we do.everything we do.

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Management has to set the paceManagement has to set the pace

You have to engage in the work, and when You have to engage in the work, and when the challenge gets bigger, you have to pick the challenge gets bigger, you have to pick your game up a notch. your game up a notch.

You can't have your tail between your You can't have your tail between your legs, saying, "Woe is me. It's a difficult legs, saying, "Woe is me. It's a difficult recession. I don't know what I'm going to recession. I don't know what I'm going to do." Who wants to follow a leader with that do." Who wants to follow a leader with that kind of perspective? kind of perspective?

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Develop a strong Develop a strong culture.culture.

"I used to think culture was part of the game. Now I "I used to think culture was part of the game. Now I realize it is the whole game." realize it is the whole game." Lou Gerstner CEO IBM Lou Gerstner CEO IBM

1993-2000.1993-2000.

Everyone must live this culture or it will receive Everyone must live this culture or it will receive ridicule. It must be true.ridicule. It must be true.

But Culture is unique to each leader.But Culture is unique to each leader.

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Secrets to a Strong CultureSecrets to a Strong Culture The world's most successful companies live by a The world's most successful companies live by a

clear set of core values.clear set of core values. Put your core values in writing to ensure that Put your core values in writing to ensure that

everyone is on the same page.everyone is on the same page. Keep your core values clearly in front of your Keep your core values clearly in front of your

people and customers at all times, and find ways people and customers at all times, and find ways to make them real.to make them real.

Your core values should reflect what makes your Your core values should reflect what makes your company unique and distinct.company unique and distinct.

There’s no magic number of core values you There’s no magic number of core values you need.need.

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Secrets to a Strong CultureSecrets to a Strong Culture Implement ways to hold everyone accountable Implement ways to hold everyone accountable

to following and preserving these values.to following and preserving these values. Make certain that every business decision is Make certain that every business decision is

guided by your core values.guided by your core values. Come up with a way to reward those employees Come up with a way to reward those employees

and teams who best exemplify what your and teams who best exemplify what your company stands for.company stands for.

Your core values should include such ideals as Your core values should include such ideals as listening to your customers, having an open listening to your customers, having an open door, rewarding hard work, creating a fun and door, rewarding hard work, creating a fun and friendly place to work-in, showing respect for on friendly place to work-in, showing respect for on another.another.

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Our CredoOur Credo

We will smile for our team, our We will smile for our team, our clients, and ourselves.clients, and ourselves.

We will answer the phone in a We will answer the phone in a timely and courteous manner.timely and courteous manner.

We will ensure no project is so We will ensure no project is so urgent or important that we urgent or important that we neglect safety.neglect safety.

We will recognize ourselves as We will recognize ourselves as “Ladies and Gentleman” serving “Ladies and Gentleman” serving “Ladies and Gentleman”.“Ladies and Gentleman”.

We will recognize the strengths in We will recognize the strengths in each individual.each individual.

We will own every problem until a We will own every problem until a solution is found.solution is found.

We will strive to understand and We will strive to understand and be understood, before we act.be understood, before we act.

We will base all of our decisions We will base all of our decisions our values; what is best for our our values; what is best for our Clients, our Team, and our Clients, our Team, and our Company.Company.

We will create “cheerleaders”, not We will create “cheerleaders”, not simply “satisfied customers”.simply “satisfied customers”.

We will know the team and the We will know the team and the company standards have been company standards have been met when the tick list items are met when the tick list items are complete.complete.

We will stay committed to the We will stay committed to the security, growth, and goals of security, growth, and goals of each other.each other.

We will reflect our mission We will reflect our mission statement in everything we do.statement in everything we do.

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““CREATE A CHEERLEADER AND CREATE A CHEERLEADER AND EVERYTHING ELSE TAKES CARE OF EVERYTHING ELSE TAKES CARE OF

ITSELF”ITSELF”

Everyone needs to know how we Everyone needs to know how we feel about the customerfeel about the customer

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A Culture of Respect for the A Culture of Respect for the Customer Customer

Happy employees create cheerleader customers”Happy employees create cheerleader customers” According to one Stat,According to one Stat, 1 percent die1 percent die 3 percent move away3 percent move away 5 percent develop other relationships5 percent develop other relationships 9 percent leave for competitive reasons9 percent leave for competitive reasons 14 percent are dissatisfied with the product14 percent are dissatisfied with the product 68 percent go elsewhere because of the poor 68 percent go elsewhere because of the poor

way they were treated by employees of the way they were treated by employees of the company, do you think our employees know company, do you think our employees know this? Posted this? Posted everywhereeverywhere..

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Canstar’sCanstar’s View of our CustomerView of our Customer

Someone to share our Someone to share our “Culture of Respect” with“Culture of Respect” with

Someone to transform into Someone to transform into a “Cheerleader”a “Cheerleader”

The most important people The most important people walking through the door or walking through the door or calling on the phonecalling on the phone

Not dependant on the Not dependant on the company but the company company but the company dependant on themdependant on them

Not an interruption of work, Not an interruption of work, but the purpose of itbut the purpose of it

Not an outsider to the Not an outsider to the business, but a part of itbusiness, but a part of it

Not cold statistics, or a Not cold statistics, or a name on a work order, but name on a work order, but are human beings with are human beings with flesh and blood, likes and flesh and blood, likes and dislikesdislikes

People who bring their People who bring their wants and needs to us to wants and needs to us to fulfill and addressfulfill and address

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A Culture of Respect InternallyA Culture of Respect Internally

We are going to talk about another contributor We are going to talk about another contributor toward our growth.toward our growth.

It’s really, It’s really, “All about the People”.“All about the People”. Not just any people, but the Not just any people, but the RIGHTRIGHT peoplepeople.. But how can you attracted the right people?But how can you attracted the right people? And once you have them aboard, keep them And once you have them aboard, keep them

there.there. Our culture goes well beyond our clients: If you Our culture goes well beyond our clients: If you

take care of your internal customers everything take care of your internal customers everything else looks after itselfelse looks after itself

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To Start with, Hire RightTo Start with, Hire Right

Selection processSelection process InterviewsInterviews Reference checksReference checks Personality profiles (Predix)Personality profiles (Predix) Don’t settleDon’t settle It’s more about the character than the skillIt’s more about the character than the skill

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Choose the Right PeopleChoose the Right People

Your objective?Your objective? To hire individuals with the right character To hire individuals with the right character

that truly are talented, engaged, focused, that truly are talented, engaged, focused, and superior in the right role.and superior in the right role.

The right people on the bus!The right people on the bus! EVERYTIME you move performance of EVERYTIME you move performance of

any single job from “average” to “superior” any single job from “average” to “superior” you see a measurable financial impact by you see a measurable financial impact by boosting productivity. boosting productivity.

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Have you ever hired or promoted people who were not what

they appeared to be?

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Have you ever hired or promoted someone

who greatly exceeded your expectations?

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What was What was different about the different about the

method used to method used to hire these hire these people?people?

What was What was different about the different about the

method used to method used to hire these hire these people?people?

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Here is what you see when you hire

and promote…

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Here iswhat

you get!

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Failing to hire right can cause Failing to hire right can cause dysfunction.dysfunction.

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Put The Right People on the BusPut The Right People on the BusThe Fit TestThe Fit Test

They must:They must: Share the core values of the organizationShare the core values of the organization

You can’t make or create themYou can’t make or create them• ScorpionScorpion

You must find and expose their core valuesYou must find and expose their core values• Opened ended questionsOpened ended questions

They must pass the mars testThey must pass the mars test• Would they carry on the core valuesWould they carry on the core values

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The Interview Continues…The Interview Continues…

They must:They must: Be the type that do not need constant managementBe the type that do not need constant management

Guide, teach, and lead. Guide, teach, and lead. They should take over from there.They should take over from there. ““The One Minute Manager”The One Minute Manager”

• Set One-Minute Goals to ensure that your people understand Set One-Minute Goals to ensure that your people understand perfectly what their duties are, what is expected of them and that perfectly what their duties are, what is expected of them and that there are no surprises. there are no surprises.

• Give One-Minute Praise. Let the people know when they are Give One-Minute Praise. Let the people know when they are doing the right thing or when they are doing something right. doing the right thing or when they are doing something right.

• Give One-Minute Reprimands. Do it immediately and talk only Give One-Minute Reprimands. Do it immediately and talk only about the incorrect behavior only, not the people personally. about the incorrect behavior only, not the people personally.

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Closer to the Right Person…Closer to the Right Person…

In the seat they hold?In the seat they hold? They have the potential to become They have the potential to become

the very best in the industry?the very best in the industry? They already possess the talent.They already possess the talent.

Could they go out on their own and do well.Could they go out on their own and do well.

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Choose the Right PeopleChoose the Right People

For them:For them: It’s more than a job, it’s a It’s more than a job, it’s a

responsibility?responsibility? They have a broader perspective of the job?They have a broader perspective of the job? They are not “On or off “the clock, they’re They are not “On or off “the clock, they’re

there to fill a hole, and they fill it.there to fill a hole, and they fill it. Your interview, with the right open-ended Your interview, with the right open-ended

questions, should reveal this.questions, should reveal this.

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On Finding the Right Ones.On Finding the Right Ones.

Money doesn’t keep themMoney doesn’t keep them Scale of 1 – 10Scale of 1 – 10

Unless, the people have quit but Unless, the people have quit but haven’t left, then it’s all about the haven’t left, then it’s all about the money, money,

So the company must act to keep So the company must act to keep the good onesthe good ones

It works at keeping them aboard by It works at keeping them aboard by keeping them totally engaged…..keeping them totally engaged…..

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The Value of EngagementThe Value of Engagement

According to Gallup, true engagement According to Gallup, true engagement results in: results in:

27% less absenteeism27% less absenteeism

31% less turnover31% less turnover

51% less shrinkage51% less shrinkage

62% more accidents62% more accidents

Engaged employees make “Cheerleader Engaged employees make “Cheerleader Customers”Customers”

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The OrientationThe Orientation

Welcome aboard, What’s your storyWelcome aboard, What’s your story Canstar’s journey, storyCanstar’s journey, story How Canstar feels about the customerHow Canstar feels about the customer VideoVideo Our culture of respectOur culture of respect

Worthwhile workWorthwhile work Respect for their brainsRespect for their brains Cheering each other on.Cheering each other on.

How to create cheerleadersHow to create cheerleaders

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Steps Toward EngagementSteps Toward Engagement

Most owners and managers know that strong Most owners and managers know that strong relationships and frequent praise are vital relationships and frequent praise are vital ingredients of a healthy workplaceingredients of a healthy workplace

Knowing their name and their story is a great Knowing their name and their story is a great compliment and a demonstration of respect.compliment and a demonstration of respect.

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Steps That we take to promote Steps That we take to promote EngagementEngagement

We know that people don’t quit the company We know that people don’t quit the company they quit the manager.they quit the manager.

First, Break All The Rules:First, Break All The Rules: Provides the measuring stick for both you and your Provides the measuring stick for both you and your

managers in management performance resulting in managers in management performance resulting in employee engagement and retention.employee engagement and retention.

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““Breaking All The Rules” helps Breaking All The Rules” helps keep them engaged.keep them engaged.

Key Ideas:Key Ideas:The best managers reject conventional wisdom:The best managers reject conventional wisdom:       The best managers treat every employee as an individual.The best managers treat every employee as an individual.       The best managers never try to fix weaknesses; instead they The best managers never try to fix weaknesses; instead they

focus on strengths and talent.focus on strengths and talent.       The best managers know they are on stage everyday. They know The best managers know they are on stage everyday. They know

their their people are watching every move they make.      people are watching every move they make.       The best managers know that people leave their immediate The best managers know that people leave their immediate

managers, not the companies they work for.managers, not the companies they work for. They know that measuring employee satisfaction with their direct They know that measuring employee satisfaction with their direct

manager is vital information for their company and its future manager is vital information for their company and its future success.success.

  The best managers are those that build a work environment The best managers are those that build a work environment where the employees answer positively to these 12 questions:where the employees answer positively to these 12 questions:

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First, Break All the RulesFirst, Break All the Rules

The answers to these questions effect four The answers to these questions effect four different outcomes:different outcomes: ProductivityProductivity ProfitProfit RetentionRetention And customer serviceAnd customer service

All results due to engaged employees.All results due to engaged employees.

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The Twelve QuestionsThe Twelve Questions

1.1. Do I know what is expected of me at work?Do I know what is expected of me at work?2.2. Do I have the materials and equipment I need Do I have the materials and equipment I need

to do my work right?to do my work right?3.3. At work, do I have the opportunity to do what I At work, do I have the opportunity to do what I

do best every day?do best every day?4.4. In the last seven days, have I received In the last seven days, have I received

recognition or praise for doing good work?recognition or praise for doing good work?5.5. Does my supervisor, or someone at work, Does my supervisor, or someone at work,

seem to care about me as a person?seem to care about me as a person?6.6. Is there someone at work who encourages my Is there someone at work who encourages my

development?development?

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Continued….Continued….

7.7. At work, do my opinions seem to matter?At work, do my opinions seem to matter?8.8. Does the mission/purpose of my company Does the mission/purpose of my company

make me feel my job is important?make me feel my job is important?9.9. Are my co-workers committed to doing quality Are my co-workers committed to doing quality

work?work?10.10. Do I have a best friend at work?Do I have a best friend at work?11.11. In the last six months, has someone at work In the last six months, has someone at work

talked to me about my progress?talked to me about my progress?12.12. This last year, have I had opportunities at work This last year, have I had opportunities at work

to learn and grow?to learn and grow?

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How to achieve the best results.How to achieve the best results.

Truly engaged employees are motivated to Truly engaged employees are motivated to perform?perform?

What do you need to do to achieve 5s? What do you need to do to achieve 5s?

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#1 I know what is expected of me at work.#1 I know what is expected of me at work.

• OrientationOrientation• Policies and proceduresPolicies and procedures• Job descriptionsJob descriptions• Customer service goalsCustomer service goals• Goals & Vision (Aircraft Carrier)Goals & Vision (Aircraft Carrier)

Effects all 4 outcome objectives.Effects all 4 outcome objectives.

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#2 I have the materials and the equipment I #2 I have the materials and the equipment I need to do my work right.need to do my work right.

• Tools?Tools?• Tools they were exposed to at school?Tools they were exposed to at school?• Tradeshows.Tradeshows.• Equipment?Equipment?• Disposition?Disposition?Reduces frustration and shows we careReduces frustration and shows we care

Productivity, Profit, RetentionProductivity, Profit, Retention

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#3 I have the opportunity to do what I do #3 I have the opportunity to do what I do best every day.best every day.

• Does the work continue to be challengingDoes the work continue to be challenging• Does my manager know what I do best?Does my manager know what I do best?

• Have they asked me or noticed what I enjoy Have they asked me or noticed what I enjoy doing?doing?

• Are Are YOUYOU identifying their strengths? identifying their strengths?• Are they exposed to different opportunities?Are they exposed to different opportunities?

Retention, ProfitRetention, Profit

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#4 In the last seven days, I have received #4 In the last seven days, I have received recognition or praise for doing good work.recognition or praise for doing good work.

Gung HoGung Ho Are they being cheered on?Are they being cheered on? Are their talents being recognized?Are their talents being recognized? Is it meaningful and honest?Is it meaningful and honest? What works for one does not mean it works What works for one does not mean it works

for everyone. for everyone.

Productivity, Profit, RetentionProductivity, Profit, Retention

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Good Managers recognize the Good Managers recognize the basic needs.basic needs.

Without satisfying an employee’s basic needs Without satisfying an employee’s basic needs first, a manager can never expect the employee first, a manager can never expect the employee to be engaged or give stellar performance. The to be engaged or give stellar performance. The basic needs are:basic needs are: knowing what is expected of the employee at knowing what is expected of the employee at

work,work, giving them the equipment and support to do their giving them the equipment and support to do their

work right,work right, answering their basic questions of self-worth and answering their basic questions of self-worth and

self-esteem by giving praise for good work and, caring self-esteem by giving praise for good work and, caring about their development as a person.about their development as a person.

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#5 My manager seems to care about me as #5 My manager seems to care about me as a person.a person.

Fish philosophyFish philosophy What do you know about them, their families, their What do you know about them, their families, their

lives?lives? Are you really listeningAre you really listening Are you scouting for their advancement Are you scouting for their advancement

opportunities?opportunities? Do you have their interests and goals at heart? Do you have their interests and goals at heart? Do they feel that they have a coach?Do they feel that they have a coach?

Retention, ProductivityRetention, Productivity

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#6 There is someone at work who #6 There is someone at work who encourages my development?encourages my development?

All of us have had someone in our life that saw All of us have had someone in our life that saw more in us than we saw in ourselves.more in us than we saw in ourselves.

Do you know their strengths and talents so that Do you know their strengths and talents so that you can match them to the right seat?you can match them to the right seat?

Is the future of the company and it’s vision Is the future of the company and it’s vision clear to you?clear to you?

Do you see where they fit into the vision?Do you see where they fit into the vision?

Retention, Productivity, ProfitRetention, Productivity, Profit

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#7 My opinions seem to count at work.#7 My opinions seem to count at work.

Engage your team in finding solutions.Engage your team in finding solutions. Let the employee use his own style to Let the employee use his own style to

deliver the result or outcome you want.deliver the result or outcome you want. Gung Ho says, set the parameters of the Gung Ho says, set the parameters of the

game and let the players do what they do game and let the players do what they do best.best.

Set the right outcomes, not steps.Set the right outcomes, not steps.

Productivity, Profit, RetentionProductivity, Profit, Retention

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#8 The mission/purpose of my company #8 The mission/purpose of my company makes me feel that my job is important?makes me feel that my job is important?

Gung HoGung Ho Worthwhile workWorthwhile work We make the world a better placeWe make the world a better place Walk with purpose, we’re going somewhereWalk with purpose, we’re going somewhere

Retention, Profit, ProductivityRetention, Profit, Productivity

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#9 Are my co-workers committed to doing #9 Are my co-workers committed to doing quality work?quality work?

Is there a lack of quality or commitment by Is there a lack of quality or commitment by other employees?other employees?

Does the individual feel supported in their Does the individual feel supported in their efforts?efforts?

Is training, discipline, or culling needed?Is training, discipline, or culling needed? Monday Morning Leadership, You owe it to the Monday Morning Leadership, You owe it to the

team.team.

Customer service, retention, Profits, ProductivityCustomer service, retention, Profits, Productivity

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#10 I have a best friend at work.#10 I have a best friend at work.

Do you pull the team together?Do you pull the team together? Do you have get-togethers?Do you have get-togethers? Do you listen, engage?Do you listen, engage? Are you interested?Are you interested? Are others aware of each others talents Are others aware of each others talents

and hobbies?and hobbies?

Productivity, Retention, Profit Productivity, Retention, Profit

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#11 In the last six months, I have talked to #11 In the last six months, I have talked to someone about my progress at work.someone about my progress at work.

Formal reviews vs. constant feedback.Formal reviews vs. constant feedback. Is the constant feedback leading him Is the constant feedback leading him

forward?forward? Each individual is just that.Each individual is just that. Formal review results should not be a Formal review results should not be a

surprise. surprise.

Productivity, RetentionProductivity, Retention

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#12 At work, I have the opportunities to #12 At work, I have the opportunities to learn and grow.learn and grow.

Providing courses and education.Providing courses and education. Do we enhance their lives by working Do we enhance their lives by working

here?here? Is the company being progressive, Is the company being progressive,

“Preserve the Core And! Stimulate “Preserve the Core And! Stimulate progress”.progress”.

Are we scouting the horizon?Are we scouting the horizon?

Productivity, Retention, ProfitProductivity, Retention, Profit

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Value of the SurveyValue of the Survey The higher the score the greater the The higher the score the greater the

engagement, the greater retention.engagement, the greater retention. Easy to see how you or your managers or crew Easy to see how you or your managers or crew

leaders are doing.leaders are doing. If there is a consistent disagree trend like, In the If there is a consistent disagree trend like, In the

last 7 days, I have received recognition or praise last 7 days, I have received recognition or praise for my work? At 1 or 2 there is a need for for my work? At 1 or 2 there is a need for attention.attention.

It shows your team members that you all careIt shows your team members that you all care Opportunity to reward your managers on Opportunity to reward your managers on

performance.performance.

Does this not smack of Servant Leadership? Does this not smack of Servant Leadership?

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The Conclusion of the matter The Conclusion of the matter being…being…

Yes we have seen a tremendous growth over the years Yes we have seen a tremendous growth over the years and we attribute a tremendous amount to a strong and we attribute a tremendous amount to a strong culture of respect for both the customer and ourselves culture of respect for both the customer and ourselves but other factors are involved may be:but other factors are involved may be:

the owner or manager must do things right, set the lead, the owner or manager must do things right, set the lead, keep the focus, and work toward Level 5 leadership.keep the focus, and work toward Level 5 leadership.

you must hire right, motivate properly, care, love, and you must hire right, motivate properly, care, love, and respect, your most talented players.respect, your most talented players.

You must be cognizant of the fact that people can quit You must be cognizant of the fact that people can quit their immediate supervisor easier than they can quit you, their immediate supervisor easier than they can quit you, you want to make sure that you have the right managers you want to make sure that you have the right managers in place that preserve the core.in place that preserve the core.

And you let values guide all your actions.And you let values guide all your actions.

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The Result…The Result…

You can “Be the Best Company to Work You can “Be the Best Company to Work For!”For!”

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What else I can doWhat else I can do

E-mailE-mail [email protected]@canstarrestorations.com

1 604 830 8801 cell.1 604 830 8801 cell. 1 604 944 1461 office1 604 944 1461 office