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How to Lead Your Home Services Business During a Crisis

Ryan Redding • Apr 16, 2020
If you’d told me a month ago that I’d be writing another blog post that involved the words crisis, unprecedented, uncertainty, social distancing, or pandemic, I’m not sure I would’ve believed you. But here we are, still in the thick of it—and without a clear resolution on the near horizon. It’s tough, and I know many of you are suffering tremendous personal and professional losses right now. I’m so sorry.

Here’s something else I know: You’re not about to just roll up into a ball and let this thing wreck what you’ve built. The good news is you have what it takes to lead your home services business during a crisis… especially if you do these few things:

#1 Get your facts straight. 

There’s a lot of bullshit floating around the internet, and it’s tough to sort out the myths from reality. But the people leading well right now are taking the time to do just that. Don’t believe everything you read. Fact-check everything. Cross-check information—especially the stuff that feels really wacky.

#2 Welcome the truth.

In addition to knowing the facts about what’s happening out there—in the world—you need to know the truth about what’s happening inside your business. Give everyone on your team explicit permission to be completely honest with you about your current financials, your future forecast, and any other potentially bad news that might feel overwhelming or frightening. There’s a decent chance your people will want to protect you from the truth. Insist that they don’t.

Let me say it another way: A huge part of leadership is decision-making, and you can’t possibly make good decisions if you don’t fully understand the current and future ramifications of a crisis. 

#3 Be hopeful. 

I realize that depending on your specific situation, “keep your chin up” may be easier said than done. But if you lose hope, you’ll communicate despair—and that’s not a good posture from which to lead. 

Don’t misunderstand me, here. I’m not asking you to be pollyanna. You can absolutely be honest and hopeful at the same time. Like this: “As of today, we’re down 30% compared to last year. But this is temporary. Things will get better for us.”

#4 Have a plan and communicate it.

It’s one thing to say, “It’s all going to be OK.” It’s quite another to say, “It’s all going to be OK, and here’s what I’m doing to make sure of that.” Now is not the time to go silent. Your team needs to know how you’re navigating this crisis, because their financial security is wrapped up in the actions you’re taking (or not taking). 

For example, keep your team in-the-know about how things are going with your PPP and EIDL applications. If you have no new information to share, tell them that. Seriously. Your people want to know that you’re thinking about them and you’re doing everything you can to support them during this time.

#5 Manage expectations.

In times of crisis, if we humans aren’t told what to expect, we start making assumptions about what to expect—and that can lead to all sorts of drama.

For instance, if your team knows you’ve applied for PPP, they’re probably assuming you’ll be able to pay them their full salary until this crisis is over. If that’s not true, tell them what they can expect. Don’t leave it up to their imaginations.

Also, remind people often that crisis situations change rapidly… but that you’re staying on top of it all, and you’ll keep them in the loop.

#6 Make personal sacrifices.

If you have to cut your techs’ wages, cut yours, too. Please don’t ever ask your people to accept something you’re not willing to accept for yourself.

#7 Check yourself.

Most people have a tough time defining themselves as leaders. Make no mistake, friend: You are a leader, and your people are looking to you for direction and hope. So when you’re communicating with them, keep yourself together.

Now, that doesn’t mean you can’t or shouldn’t feel pissed off or frustrated or discouraged or overwhelmed. Pardon the counselor-speak here: Feelings aren’t wrong or bad. They’re just feelings. 

But how you show up with your team matters. If you’re having a particularly rough day, be honest: “Man, this thing is getting to me today… but this will pass, and we’re going to celebrate big-time when it does.”

#8 Plan a celebration and talk about it. Lots.

Want to show your people you really believe things are going to be OK? Go ahead and schedule a company party for, say, October 15—and let everyone help plan it. Talk about how your company will be stronger by that date. Reframe this season of difficulty as the thing that’s going to make you even more successful.

#9 Check in.

If you have team members you’re not seeing right now, check in with them every week or so. If you’ve had to lay people off, check with them, too. Don’t talk about the business—just be human and ask how they’re doing. Offer genuine empathy, which builds trust and loyalty. 

#10 Focus on the future.

Imagine sitting at your desk six months from now, reflecting on this season. What kinds of statements do you want to be able to make about your leadership during this time? Put into practice today whatever’s necessary to make those statements true. 

I’ll get you started:
  • I was cool-headed and calm.
  • I demonstrated compassion to my employees.
  • I made tough decisions based in fact, not based in fear.
  • I was bold and creative to keep things afloat.
  • I developed new systems and processes to make this business more effective than ever.

Need to chat?

Just because we can’t meet for a beer somewhere doesn’t mean I’m not available to you. If you need to bounce some ideas off someone… if you need a reality-check… if you need a pep talk… if you need some advice about the best ways to spend your time right now… just holler. I’d be honored to jump on a call. 

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Ryan Redding

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