by Miri Offir, CEO of 911 Restoration
Finding a true passion in a career can seem like a myth to many who have settled into roles or even executive leadership positions that they don’t actually enjoy – with 45% of Americans noting that they ‘wouldn’t wish their job on their worst enemy’. Sometimes it takes time spent in various departments of a company or in a certain industry to get comfortable with and eventually enjoy the work, but once you’ve found the industry that sparks your career passion, how can you continue to excel from there?
As the CEO of a national restoration franchise, I take pride in what I do and feel fortunate that I have been able to reach new heights in an industry that I entered into with no prior background. Beginning as an office manager and working my way through different departments including marketing sales, customer service and operations over a decade ago, I didn’t anticipate the potential this industry and affiliation with a franchise brand would hold for me. Not only have I continuously learned from my colleagues with decades of experience in water, fire and other damage remediation services, but I have also built a team of supporters who encourage me to continue to thrive in my leadership role.
As I’ve settled into the C-Suite, several keys to success have become apparent to me as ways to enhance and expand the franchise network from corporate to local levels. Beginning your leadership journey with goal setting, implementing actionable tactics to achieve those goals and allowing your leadership style to evolve and adapt alongside your company will ultimately lead to career and business growth.
Identify the ‘North Star’ that You Want for Your Business
A common mistake in leading an expansive franchise network or major company is not having a clear vision beyond making money. It’s important to make money, so with that goal in mind, be sure to identify specific revenue targets and strategies for achieving them.
One way that I like to do this is through making ‘sub-goals’ and assigning them by department with actionable tactics for execution. Companies can easily fall short if they have great ideas and solid goals but lack tools for implementation. Evaluate your goals and sub-goals monthly and quarterly, collaborating with each department team to identify missing pieces, partial completions and successful strategies that could be repeated or slightly tweaked for the future. Get comfortable with the analysis of your goals and tactics so that none fall through the cracks while you’re building your brand.
With Brand Growth Comes Leadership Growth
As your brand grows from strategies you’ve implemented since taking on leadership responsibilities, your leadership style will grow as well – and possibly even developing completely new priorities or personality traits. When I first joined the restoration industry, I was introverted, yet I adapted as needed to get the job done. Over the years as I assumed new roles and managerial responsibilities, leadership shifted towards action and actually talking to others to identify challenges and proactively offering solutions.
One of the biggest benefits of being the leader of a brand is the opportunity to interact with and learn from people with diverse personalities and experiences. Titles can be so restrictive, and once you remove them to instead view your team from a human level, welcoming feedback and offering positive validation when working together to achieve goals can greatly benefit your brand. Interaction with those who are helping accomplish the ‘why’ behind your business and working together to complete the set goals enriches personal development and humanizes you as a leader.
Brand growth doesn’t happen overnight, but clear, actionable goal-setting is necessary to thrive. Focusing attention on the people who are driving change in your organization, alongside positivity and encouragement, contributes greatly. Even when approaching business challenges or addressing employee mistakes, I will always try to find the positive versus dwelling on, or worse, scolding someone or myself for something that can be improved in the long run. At the core of restoration, people remain – from the customers served to the franchisees representing the brand locally every day and throughout the corporate team. Everyone has the potential to learn from those around them, and when you take the time to do so, your leadership growth and business itself will thrive.
Miri Offir is the chief executive officer of 911 Restoration. Under her leadership, 911 Restoration has transformed from a single location, water-damage-and-repair company to a nationwide franchise that works to provide customers with a rapid, empathetic response and clear communication in times of need. Miri’s gift for communication has allowed her to build lasting business relationships and thrive in her role as CEO at 911 Restoration. Thanks to Miri’s efforts, 911 Restoration is now synonymous with the “Fresh Start Company” a place that property owners can contact when they need peace of mind after a property disaster.
