Having been in our current house for 16 years, as our kids have gone from 4 up to 20 years old, we have naturally accumulated a lot of junk.
Sure they are memories, but at various stages, it has become overwhelming and we needed to create more space, to accumulate even more junk. And repeat.
We have called 1-800-Got-Junk three times now. And as a brand guy, I’ve been mesmerized by how great of an experience it has been.
As soon as you open the door, you think “This is the type of guy, I wish my daughter would bring home, and say Dad, this is who I’m going to marry”.
Articulate, polite, college kids, smart. Almost just perfect.
They put on their little booties, and walk around the house with you. Every time you point at something, they nod, smile and write it down. Even as you apologize for how much we have, or how rough things look, they always give the perfect response. Not only can they hold a conversation during the 2-3 hours of the visit, it seems they almost start conversations. I don’t know how they do it, but the people they hire keep smiling and talking as they cart off….junk.
And after each of the three visits, I say to my wife “How can a junk company create such a perfect culture?”
It’s all about the people.
That’s one of the mantras of 1-800-Got-Junk, but they seem to have gone beyond the cliche.
When CEO Brian Scudamore was asked how do you create such happy people, his response was simple: “We hire happy people and keep them happy”.
It doesn’t hurt that they give 5 weeks of paid vacation. Well, not only does that keep the people happy, but it allows you to recruit the best of the best.
Brian Scudamore started his company in 1989 at 18 years old, when he was in a McDonald’s drive thru, and saw a junk removal company. The company grew through the 1990s into a million dollar company, expanded through a franchise model that moved it to a $200 million in annual sales. They pick up junk.
At various points along his personal journey, Scudamore has used a “painted picture” vision to take a step back. In 1997, he sat on a dock and tried to visualize what the company could look like in the future. His perspective changed when instead of worrying about what wasn’t possible, he began to paint a picture in his head of what was. He closed his eyes and envisioned how he wanted 1-800-GOT-JUNK? to look, feel, and act by the end of 2002.
“My painted picture contained not only tangible business achievements like the number of franchises we would have and the quality of our trucks, but also more sensory details, like how our employees would describe our company to their family members and what our customers would say they loved best about working with us.”
Brian Scudamore, CEO of 1-800-Got-Junk
Scudamore amore still uses this technique, trying to visualize what life and your business will look like in 5 years. In 2008, as the economy started to tank, he took another huge personal reflection, writing down what he loved and what he was good at. The two lists almost matched up perfectly, as his passion and skills matched up. Then, he wrote down what he didn’t love and what he wasn’t very good at. He realized he needed to build a team around him, with individuals who could cover off his weaknesses. The overall vision is to make ordinary businesses extraordinary.
Here’s a few of the questions that Scudamore asks of himself:
- What is your top-line revenue?
- How many people are on your team?
- How would your people describe the culture of your company when talking to a family member?
- What is the press saying about your business? Be as specific as possible: what would your local paper say about your company? What would your favorite magazine say?
- What do your people love about your vision and where the company is headed?
- How would a customer describe their experience with you? What would they say to their best friend?
- What accomplishment are you most proud of? What accomplishment are your people most proud of?
- What do you do better than anyone else on the planet?
- Describe your office environment in detail.
- Describe your service area. Who are your customers and how do they feel?
To really make your culture part of the brand, Scudamore has made this visualization part of the culture, with an annual release of a new painted picture, plus quarterly meetings that articulate the painted picture. He’s even cascaded this technique down to his franchise owners, where each franchise articulates what they see for themselves. This allows the culture to form around the vision.
“Do What You Love; Let Others Handle the Rest”
Brian Scudamore, CEO of 1-800-Got-Junk
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