All Pro Disaster Cleaning, Road to Rejuvination

Running Head: THE ROAD TO REJUVENATION 1
The Road to Rejuvination:
The strategic approach that renovated a company after divorce destroyed it
Jessi Rasmussen
PR Case Studies
Utah Valley University

THE ROAD TO REJUVENATION 2
Abstract
This paper provides research, action planning, communication confirmation and evaluation in
analytically solving the issue All Pro Disaster Cleaning, Inc. faces in the remainder of 2016,
including poor communication and ineffective management processes. A synthesis of primary
and secondary research begins this paper to better understand the client and the issue. The action
planning consists of identifying goals and objectives, key publics, strategies and tactics, and
creating a calendar and budget to execute the plan. The communication confirmation table
checks the logic in the formation of the plan, and the evaluation determines the success of the
plan by measuring the desired results with the objectives.

The Road to Rejuvenation
This paper begins with a synthesis of primary and secondary research. The primary
research consists of a survey analysis distributed to All Pro Disaster Cleaning, Inc. employees.
The secondary research provides background information on the industry, external environment,
client, product and issue. It also includes a market analysis that identifies current trends in
opinions, attitudes and behaviors.
Background
Primary Research
An anonymous survey was conducted to identify employee attitudes and satisfaction
regarding the management, internal communication, and overall experience with All Pro Disaster
Cleaning, Inc.. The survey asked qualitative and quantitative questions, and also identified
demographic information. Participants were asked to state their age, gender, and employment
status. Conducted through Qualtrics and shared through employee e-mail, the online survey
received only 17 responses. This is unsurprising as the main office accommodates a small
number of technicians and helpers, and the office staff consists of only four to five employees,
depending on the day of the week.
The survey asked respondents to identify in a short description what they like most about
working at All Pro. A theme of enjoying relationships with coworkers uniquely appeared five
different times, with a theme of opportunity for growth appearing four times. Other themes
include good vibes and atmosphere, helping people in need, and facing different circumstances
every day.
The survey also asked respondents to share what they would change about working with
company, and a theme of having more consistent hours and better pay appeared five times. One
person said they would change the technician’s commission arrangement in order to improve

teamwork among the techs and helpers, and another person agreed, saying “I wish the flood
crews [technicians] would take as much pride in our equipment and shop as much as they do in
their paychecks” in order to avoid the crews “jumping on the opportunity to make one another
look bad”. Other themes include poor communication between departments, keeping a positive
mind set with positive reinforcement, and hiring the wrong people for the job.
The majority of participants agreed to feeling appreciated by management, but those who
disagree said things are getting better but there needs to be more appreciation among the
company. One respondents said, “in most cases, but sometimes it feels as if other office members
don’t realize what I do or how hard I work at it,” suggesting a need for better appreciating the
mundane tasks employees face. Correspondingly, responses regarding management show themes
of having a better attitude and being more empowering, not assuming the worst and getting
heated quickly, and being more organized. One person also added that “taking time to do hands
on training with the technicians is always beneficial”.
Forty percent of participants ranged in ages 28 to 34, another 40 percent ranged in ages
35 to 41, 13 percent being between 18 to 27, and only seven percent being 42 and older. The
majority of respondents (73 percent) are male, with only 27 percent being female. With only two
members of the office staff being male, this shows that there are more technicians than office
staff who took the survey, suggesting possible skewing in results due to the survey’s nature of
focusing on internal communication and management. One-hundred percent of participants work
full time with the company.
Seventy-one percent of the survey respondents agree to enjoying their job, with the
remaining (29 percent) strongly agreeing. The same percentages relate to the statement of
knowing what their job duties are, and 54 percent of respondents agree that their manager is

organized and efficient with 23 percent claiming to be neutral to the statement. With a small pool
of respondents, this could be something worth addressing in order to improve the workplace
environment. Further, 36 percent of respondents disagree that their coworkers are organized and
efficient, and another 36 percent are claiming to be neutral to the statement. Only seven percent
strongly agree that their coworkers are organized and efficient. This suggests there is a potential
need to train all levels of employees in better organizing their job duties and tasks, as well as
assessing efficiency levels of employees. Fifty percent of respondents agree that the company
has the tools to succeed, with none claiming to disagree or strongly disagree with the statement
(see Table 1).
The survey also asked respondents to rate their satisfaction regarding the management
and training processes within the company. These results reflect on the internal issues that need
to be addressed. Twenty-nine percent of respondents strongly agree that they were trained
properly, with 43 percent agreeing, and 28 percent disagreeing. Twenty-one percent of
respondents did feel comfortable completing their job tasks after the first three weeks of being
hired, and the majority (43%) strongly agree with the statement, suggesting the company has
successfully trained the employees in an efficient manner. These results, however, can be skewed
based on the levels of employees, with technicians needing less training than the office staff. The
majority of participants (71 percent) agree and strongly agree with being familiar with the
employee handbook and company policies. The majority of respondents (50 percent) agree to
feeling comfortable enough to turn to their manager for help if they don’t know the answer to
something. While 71 percent of respondents agree that their manager cultivates a positive work
atmosphere, 21 percent are claiming neutrality to the statement, and seven percent disagree that
the owner is involved in day-to-day operations with a large chunk of respondents (29 percent)

again claiming neutrality. Only one in two of every employee agrees that the owner is involved
in the daily operating functions, suggesting a need for seamlessness of top-level management in
order to overcome this perception (see Table 2).
Lastly, the survey asked participants to rate their satisfaction regarding internal
organizational communication. The majority of participants (43 percent) agree that their manager
communicates his/her expectations clearly with them, but 29 percent chose to neither disagree
nor agree. Interestingly, 29 percent of participants agree and 21 percent of participants strongly
agree that there is poor communication between the office and the technicians, with only 14
percent strongly disagreeing. Fifty percent of participants disagree with the statement relating to
there being not enough people involved in problem solving with seven percent strongly
disagreeing, this suggests that there may be too many people involved in problem solving but
due to poor phrasing of the statement, it cannot be accurately analyzed (see Table 3).
Secondary Research
The External Environment. With state and presidential elections nearing, potential changes
relating to small businesses is creating mounting pressure for All Pro employees. In particular,
potential changes in taxing regulations could create high levels of stress within the organization’s
culture. All Pro is made up of several small businesses instead of one large business for tax and
liability reasons. The company is made up of the following: All Pro Disaster, All Pro
Restoration, All Pro Janitorial, and Utah Green Clean. If state or national tax regulations were to
change, All Pro could be faced with a major dilemma.
This type of organizational structure also creates a communication error between customers
and office employees, creating a social environment that adds stress to employees. Customers
often become confused when paying an outstanding balance, unsure of which company they owe

money to. This is especially common for those customers who have hired All Pro to both clean
up a disaster and restore their home. Even more stressful to employees, however, are the recent
social events surrounding the owner of the business.
Between February 2012 and January 2016, All Pro’s owners underwent intense legal
mitigation, creating a cultural environment uncomfortable for all levels of the business. The
owners disagreed with each other both publicly in an office meeting and privately behind closed
doors, creating a negative workplace atmosphere and ultimately creating a domino effect on
employee morale levels. Because top-level management was unfocused for this time period, the
company lost four key employees, all of which managed the office staff. The loss of these
employees put an increased level of pressure on office employees, but the office employees no
longer had managers to be held accountable for or turn to for questions. In January 2016, one of
the owners settled, and with a refocused owner and start to a new year, All Pro is ready to repair
its mistakes, and ultimately its organizational culture.
Utah maintains a stable economy, earning the title of the sixth most diverse economy in the
country, according to the most recent Hachman Index (Utah Governor’s Office of Economic
Development, 2016). A combination of economic growth, positive labor market performance,
and an increasing number of people moving to Utah translates to economic long-term stability
and sustainability (Lee, 2016). All levels of All Pro Disaster employees are likely enjoying the
relatively good fortune resulting from the Utah’s positive economic state. The positive economy,
however, has allowed for several businesses to open up in All Pro’s industry, many specializing
specifically in home cleanup and restoration, All Pro’s biggest source of income.
The Industry. There is a lack of research in home disaster cleanup, showing there is a gap
and desperate need for this industry. Natural disaster happens regardless of preventative actions,

and with Utah experiencing all four seasons, All Pro is in a good market geographically. Because
Utah experiences extreme temperatures, natural disasters are only bound to happen. Extreme
changes in weather can cause pipes to burst or sprinklers to leak. With Utah being at a high
elevation, many homes have basements, something uncommon to other states and countries.
Basement flooding is a regular occurrence to Utah residents, and All Pro caters this type of small
scale flooding to large scale disasters in apartment complexes and commercial buildings. All Pro
has the resources for “flooding, fire, mold growth, cleaning services, and restoration services” to
meet customer needs (All Pro Utah, 2016a). Preventative actions are helpful but disasters
happen, and homes, neighborhoods and businesses can be affected.
Due to the nature of its business, profit patterns are obvious for All Pro. Because the
company cleans up natural disasters, most of which occur during extreme temperatures, sales
increase during winter and spring months. The slower months of the year are in the summer and
the fall.
In years previous the company relied on the phonebook for getting business, but with digital
media gaining traction the company has been pushed to change its tactics. All Pro is aiming to
be more digital friendly, creating a user-friendly website that displays clearly for mobile use. The
company also started collecting payment onsite with credit card transactions ran through cell
phones to avoid bounced checks, a problem that often led to collections calls.
All lead technicians are certified through the Institute of Inspection Cleaning and Restoration
Certification (IICRC) education program, and attend continuing education (CE) courses to
ensure updated knowledge and quality service. The business entity is also certified through
IICRC, and both the business and lead technicians renew certification every year.

In 2011, before the owner-related disputing, All Pro earned $3.2 million in sales. In 2013, a
time of inner crisis for the company, All Pro gained a small increase of 6.9 percent in earnings of
$3.4 million. In the first quarter of 2016, the beginning of which the owners were completely
absent from day-to-day business operations until the settlement was reached, the company
earned $754,000 in sales, reaching a qualified projection of $2.8 to $3 million for 2016, a 12 to
18 percent decrease in sales earnings from 2013 (R. Rasmussen, personal communication, 13
April 2016).
The Client. In 2003, Jill Rasmussen bought All Pro Cleaning Systems, Inc. At the time of its
purchase, All Pro consisted of twelve employees, and consisted of only janitorial cleanup (R.
Rasmussen, personal communication, 13 April 2016). Jill solely ran the company for the next
five years, tripling the company’s growth. In 2008, Roger Rasmussen, Jill’s then-husband, quit
his job and took over so Jill could go back to school and spend more time with their family.
When Jill completed her B.S. degree in Strategic Marketing in 2010, she returned to the
company and ran the sales and marketing while Roger continued to run day-to-day operations.
When marital issues arose in 2012, the co-owners separated and eventually underwent legal
mitigation and intense mediation. In January 2016 the co-owners settled and Roger bought Jill
ought for her shares in the company.
The business is built upon a hierarchical structure, starting with top-level management and
working its way down (see Figure 1). Consisting of management, office employees, technicians
and janitors, All Pro’s employees face internal communication challenges. Regardless of these
challenges, however, All Pro has built “a solid reputation in Utah for quality service,
professionalism, and customer satisfaction” (All Pro Utah, 2016a).

The Product, Service or Issue. With quality service in disaster cleanup, restoration and
thorough negative air duct cleaning and truck-mounted carpet cleaning processes, All Pro’s state-
of-the-art equipment and employee dedication provides customers with exceptional service (All
Pro Utah, 2016a). The business’s differentiating qualities helps All Pro flourish, irrespective to
the internal struggles that have threatened the organizational culture in the last four years. With
that said, however, the poor management and ineffective communication has created a negative
workplace environment for employees at all levels of the business. The legal mitigation and
constant battle between the current owner and previous co-owner eliminated the sales force and
the employee morale, and resulted in the loss of four key employees. Now that the business
owner is re-focused on improving the damaged culture, employees will feel comfortable to ask
for help and ultimately excel in their assigned duties. In order for this improvement to happen the
company needs to gain knowledge in better management techniques and effective internal
communication.
With improved internal communication and management techniques in mind, All Pro should
be able to meet its projected sales goal for 2016, and project a significant increase for 2016 once
management and employees are settled with the new changes. With improved workplace culture
comes improved attitudes of employees, and ultimately an improved customer experience. The
organization is also planning to make other advances alongside bettering management and
communication. The business owner wants to establish a larger janitorial presence within the
industry, expanding the company’s potential to making larger profit in commercial cleaning (R.
Rasmussen, personal communication, 13 April 2016).
Promotions. The company spends $9,000 per year on promotional items (i.e. pens, mouse
pads) that the sales team give away to clients, such as plumbers and insurance agents, in one-on-

one meetings, tradeshows, golf tournaments, or other events (R. Rasmussen, personal
communication, 13 April 2016). Plumbers who refer customers to All Pro can receive an
appreciation check of which the amount is dependent upon the price of the customer’s bill. For
2015, plumber referral checks reached $82,000 (R. Rasmussen, personal communication, 13
April 2016). Insurance agents, however, cannot accept this type of gift-giving so All Pro takes
agents to lunch events instead. Friends and family of the employees can receive a small discount
of 15 percent. The company has also experimented with some phonebook and internet discounts
for customers.
In 2009, All Pro created a television advertisement but the ad space was too costly to
purchase for day time, so the ad ran in the late evening and early morning (Yellowbook, 2016).
Unsurprisingly, the ad did not produce much business for the company. In 2014, the company
created a video to be displayed on their website, which has modernized and improved the layout
of the site (All Pro Utah, 2016a). The company is lacking in public relations and campaigns, but
has started to improve its social media presence by outsourcing blog content. With its building
location adjacent to the freeway, the company can advertise its name with a large luminescent
sign, but it is too costly to purchase at this point in time.
Competitors in the same industry are able to promote cheaper prices, but the quality of
service and work is poor. For example, many companies will clean air ducts by inserting a shop
vacuum down each vent hoping to gather dust; All Pro has a thorough five-step process preferred
by the National Air Duct Cleaning Association (NADCA), consisting of a powerful “turbojet
system creating 5,000 CFM negative airflow to handle both residential and commercial HVAC
systems” in which the “HEPA filters filter any dust from reentering the home and trap all the
unwanted particles for safe removal” by vacuuming, scrubbing, sweeping, sanitizing and

deodorizing each vent (All Pro Utah, 2016b). Although competitors can promote cheaper
pricing, All Pro believes and advertises quality is equivalent to price.
Market Share/Situation. All Pro has extreme growth and market potential. The company
caters multiple cities within Utah County to cities in Northern Utah. During trending months, as
discussed previously, All Pro is booming with business. This type of location structure puts All
Pro in high demand during specific months of the year. ServiceMaster, one of All Pro’s biggest
competitors in Northern Utah, is made up of franchises, allowing for quick response but no
exponential growth. All Pro’s owner sees franchising as an opportunity in the future, but is
avoiding densely populated franchises like ServiceMaster, instead focusing on creating out-of-
state franchise opportunities.
Competition. In this industry, business reputation and public opinion is created from the
quality of work performed, the value of communication, and the time-efficient manner in which
the work is completed. These are all areas that All Pro focuses on most when dealing with
customers, knowing that the business reputation is reliant upon customer satisfaction.
There are no customer commonalities regarding the disaster cleanup and restoration work
due to the industry, in which disasters happen to anyone. Many commercial companies hire the
business for janitorial labor, such as Salt Lake City’s downtown City Creek shopping, in which
All Pro is responsible for cleaning in the parking garages.
Resources. Intervening publics for All Pro include media outlets, in which the business can
be featured or interviewed. In 2013, then-co-owner Jill Rasmussen was interviewed by Brooke
Walker on Studio 5 daytime news show, promoting the business and offering tips in avoiding
home disasters (KSL, 2016). The media can also feature industry competitors, creating a
challenge for All Pro. Opinion leaders include previous customers trolling on social media, such

as the company’s Facebook page, Yelp, or other online review websites. Many customers check
the Better Business Bureau website or check to see if the company is Gephardt approved before
hiring companies.
SWOT Analysis
Strengths
1. High quality product(s)
2. Customer care
3. Unique internal database
Weaknesses
1. Improper training
2. Ineffective communication
3. Poor management techniques
Opportunities
1. National and local service and
outreach
2. Enter digital media world
3. Franchises
Threats
1. Competition
2. Highly saturated industry
3. Preferred insurance providers list
Situation Analysis
Write two paragraphs that describe the situation based on the case brief you were given.
Remember in the first paragraph to describe the overall challenges of the situation. In the second
paragraph discuss the potential difficulties and related problems.
Core Problem
All Pro Disaster Cleaning is suffering from poor management and ineffective internal
communication, causing employee dissatisfaction and a depreciation in quality when it comes to
customer service and overall experience; if not resolved or realized, this could result in employee
turnover and poor customer relations.
Action Planning
Goal
The overall goal is to improve internal communication for all levels of the business to
increase efficiency, and to develop better management techniques to implement to create a
positive workplace environment and safe organizational culture.

Objectives
 Engage and inspire employees by significantly improving training and management
techniques for 100 percent of employees at all levels of the business to reduce
employee turnover by 75 percent, and create a positive culture for employees by
refocusing the business core on contributing management and passionate service by
December 2016 using no more than 15 percent of the allotted budget.
 Deliver a new plan for improved efficiency by implementing new organizational
internal communication protocol every other month until 100 percent of employees
feel internal communication is perfected, and develop a secure business model by
rebranding the business to cultivate fun, passion, and community improvements by
December 2016 using no more than 85 percent of the allotted budget.
Big Idea
Create a positive workplace that welcome all employees to feel safe, stable, and efficient.
 Big idea strategy: Motivate employees to work efficiently and create a positive
workplace atmosphere by delivering a new plan for internal communication processes
and improving training and management techniques.
 Big idea message: The last few years have been rough for our company; our leaders
have fought each other and now they have settled. Our appreciation for our
employees and our service to our customers will never settle. It’s time to repair and
rejuvenate.
 Tangible representation: A digital picture of a road, with the word ‘rejuvenation’
leading up to a settlement.

 Slogan: The owners settled, but our quality service to our customers and our care for
our employees won’t.
Key Publics
Technicians and Helpers.
1. Objectives accomplished by technicians and helpers:
a. Engage and inspire employees by significantly improving training and
management techniques for 100 percent of employees at all levels of the business
to reduce employee turnover by 75 percent, and create a positive culture for
employees by refocusing the business core on contributing management and
passionate service by December 2016 using no more than 15 percent of the
allotted budget.
2. For every technician, there is at least one helper. There tends to be a high turnover rate
for both technicians and helpers due to the inconsistent hours and scheduling the job
requires. Currently, there are six certified flood technicians and five helpers. Technicians
and helpers range in ages from 18 to 35. One hundred percent of technicians and helpers
are male, and the majority of them are white, but there are two Hispanics and one of
Asian descent. Technicians earn hourly, commission, and hourly plus commission of 22
percent, averaging around $22 per hour. Helpers earn hourly wages, and average $12-13
per hour.
3. Technicians and helpers are directly influenced by the management team, including
training and communication processes. Technicians and helpers are likely the last to be
communicated with regarding the organization’s politics, such as the distracting
disagreements between the previous co-owners in years past. Many technicians and

helpers communicated worry for their jobs and their future with the company as a result
of the disputes.
4. Department managers are opinion leaders for this public, primarily including the
department head of the flood technicians and the department head of restoration accounts.
The main office manager and general manager are also influential to technicians and
helpers.
5. Motivating self-interests for technicians and helpers include money and health care. It is
likely that most of the technicians and helpers are working as survivors.
6. Technicians and helpers are most easily reached through face-to-face communication and
phone calls. Technicians and helpers often call the office for updating purposes, and each
week on Wednesday all attend face-to-face meeting with both department heads of
disaster clean up and restoration.
Office Employees.
1. Objectives accomplished by office employees:
allotted budget.
b. Deliver a new plan for improved efficiency by implementing new organizational
internal communication protocol every other month until 100 percent of
employees feel internal communication is perfected, and develop a secure

business model by rebranding the business to cultivate fun, passion, and
community by December 2016 using no more than 85 percent of the allotted
budget.
2. Currently, the office employees consist of four women, and no men. One hundred percent
of the employees are white. The office employees range in ages from mid-twenties to
early forties. The office employees average $15 per hour, depending on experience and
position.
3. Office employees are in direct communication with Mr. Rasmussen, and often spoke with
previous-co-owner Mrs. Rasmussen on a daily basis. Office employees also worried for
their future with the company, many in fear of the disputes taking the business down with
the marriage.
4. Office employees are directly influenced by colleagues and managers. Specifically, the
main office manager and general manage are most influential for this public.
5. Office employees are also driven to work for money and health care. The office
employees are also likely to be survivors, but in a less dire means.
6. Office employees are most easily reached through face-to-face communication, phone
calls, and e-mail interaction. Office employees rely heavily on business meetings and the
business database to receive information.
Management.
1. Objectives accomplished by management:

allotted budget.
b. Deliver a new plan for improved efficiency by implementing new organizational
internal communication protocol every other month until 100 percent of
employees feel internal communication is perfected, and develop a secure
business model by rebranding the business to cultivate fun, passion, and
community by December 2016 using no more than 85 percent of the allotted
budget.
2. The management team consists of five employees, each at the head of a department
(human resources, general manager, office manager, flood crew manager, and restoration
accounts). Each member of the management averages $45,000 in salary, depending on
the position. Of the five management members, only one is female. All range in ages of
late thirties to early fifties.
3. Managers were the most informed regarding the marital disputes, but still unsure as to
what direction the business was headed during the dilemma. Managers are now included
in determine the company’s future, and are often asked for their opinion in making
business improvements. The management team is crucial in moving forward with this
case, as leadership and successful characters trickles down from the top.
4. Opinion leaders for management include top-level management and executives from All
Pro or other businesses in the industry.
5. Motivating self-interests for the managing team includes salary pay, health care, and
retirement 401(k) accounts.

6. Management is reached through similar channels of communication, including face-to-
face communication, phone calls, and e-mail interaction. Managers rely heavily on
business meetings with colleagues to receive information, make decisions, and raise
questions.
Messages
Technicians and Helpers.
Primary Message. Invite technicians and helpers work to renovate All Pro’s quality, value
and service by looking and being organized, presentable and professional.
Secondary Messages.
 Your appearance can make a break a business deal.
 Be open and inviting with your body language to appear more friendly and
trustworthy.
 A lasting impressions is made within the first three seconds of meeting someone.
 Showing that you care about and take care of yourself will earn the trust of your
customer (Brooks, 2012). Stay in shape, eat healthy, keep your hair well-groomed and
trimmed, and act confident.
Office Employees.
Primary Message. Encourage office employees to improve the office culture by focusing on
self-improvement and positive attitudes, leading to a better experience for our customers and our
employees.
Secondary Messages.
 Your attitude affects your individual work performance, as well as colleagues,
supervisors, and more importantly, our customer’s experience with the company.

 View difficult job-related tasks as a challenge, and recover quickly from setbacks.
 Develop a stronger connection and interest with your job tasks.
 Attitude “forms, changes, and shapes” behavior (James, 2013).
o Attitude affects non-verbal communication, influencing voice tone and
verbiage, which are most noticeable when speaking on the phone with
customers (James, 2013).
 Your attitude impacts your ability to “fully and accurately” communicate with others
(McQuerry, 2016).
o A negative attitude creates a workplace atmosphere of distrust and causes
employees to “attempt to achieve success at the expense of” one another
(Root, 2016).
o Negative attitudes among employees lead to increased turnover and loss of
already-trained staff, stunting the company’s ability to grow (Root, 2016).
Management.
Primary Message. Motivate management to improve on workplace culture by exemplifying
the preferred characteristics of a great leader.
Secondary Messages.
 Leadership and example trickles down from top-level management.
 The better the leader, the more engaged the employees.
 People don’t leave bad companies, they leave bad bosses.
o Fifty percent of people quit their job to get away from their manager (Snyder,
2015).

 Don’t diminish your authority by getting angry easily when there’s
been a mistake. When you’re repeatedly mad at your staff, they will
team up against you and discount what you say (Shore, 2010).
 Only 12 percent of workers strongly agree that their manager helps them set work
priorities, and that 12 percent report to be happier at work (Snyder, 2015).
 Poor communication in the workplace leads to increased employee turnover,
increased absenteeism, poor customer service, and ineffective change management
(Business Performance, 2003).
o Companies with good communication are more than 50 percent likely to
report turnover levels below the industry average, and poor communication
with employees impacts employee motivation and commitment to satisfying
customers (Business Performance, 2003).
Objective 1. Engage and inspire employees by significantly improving training and management
techniques for 100 percent of employees at all levels of the business to reduce employee turnover
by 75 percent, and create a positive culture for employees by refocusing the business core on
contributing management and passionate service by December 2016 using no more than 15
percent of the allotted budget.
Key Public. Technicians and Helpers
Strategy 1. Through highly interactive methods encourage technicians and helpers to
renovate All Pro’s quality, value and service by being organized, presentable, and professional.
Tactics.
 Through face-to-face training, challenge technicians and helpers to keep their
vans and equipment clean and organized

 Write handwritten notes to technicians who show a track record of cleanliness,
professionalism, and client satisfaction each quarter. With each handwritten note
the technician’s name is entered into a raffle, and at the end of the quarter the
name that is pulled at the raffle receives a gift card.
 Train and/or retrain technicians and helpers in a face-to-face meeting on steps of
how to win a client/customers trust within the first 5 minutes upon arrival and
introduction
 Make a speech to technicians and helpers to inform them of the company’s plan in
refocusing its core on passionate service to customers. In this speech, emphasize
the employee’s individual importance in understanding our client’s needs and
recognizing our client’s stress as significant and valuable.
 Start a ‘secret customer’ program in which members from the management team
will meet with customers at random to determine technicians and helpers level of
professionalism, cleanliness and work ethic. Inform technicians and helpers of
program through face-to-face meetings.
Strategy 2. Through highly interactive methods encourage technicians and helpers to make
suggestions for improving management and training techniques.
Tactics.
 Conduct a meeting for technicians and helpers to attend and experience hands-on
training. Ask employees to write down what specifically they want to learn more
about, and tally the results. The topics with the highest number of votes will be
focused on in the meetings.

 Hold meetings with technicians and helpers and play the game of Jeopardy! to test
the employees knowledge about laws, regulations, and certification-related
information. Teams compete for prizes.
 Conduct a series of face-to-face role playing situations for technicians to learn
from.
 Make a ‘suggestions’ box and invite technicians and helpers to make suggestions
to improve management and training techniques. Review the ‘suggestions’ cards
each month in ‘town hall’ meetings.
Key Public. Office Employees
Strategy 1. Through highly interactive methods motivate office employees to improve the
employee and customer experience, and improve office culture by focusing on self-improvement
and positive attitudes.
Tactics.
 Conduct one-on-one meetings with each office employee to individually assess
their work performance at the start of the campaign, in the middle of the
campaign, and at the end of the campaign in December.
 Email attitude and stress assessment surveys to each office employee. After they
have determined their results, ask them to make three attainable goals to achieve
by the end of the campaign in December. Reassess and repeat in January 2017.
 Recognize the office employees individual stresses by showing appreciation to
them through face-to-face verbal recognition.
 Start the concept of “WOW – Watch our Words” (WikiHow, 2016). What you
say and how you say it reflects your attitude.

o Your attitude affects your individual work performance, as well as
colleagues, supervisors, and more importantly, our customer’s experience
with the company.
o Attitude “forms, changes, and shapes” behavior (James, 2013).
 Because the office employees tend to eat lunch together and the phones still need
to be answered during break time, create a ‘ranking’ board that determines who is
picking up the phone first, second, and so forth. The board will change day-to-day
or week-to-week. Introduce this tactic through face-to-face communication in a
meeting with the office employees.
o Ask employees to take lunch breaks together. Evidence shows that
skipping breaks can lead to stress, burnout and exhaustion (Korkki, 2012).
 Conduct various team-building exercises, such as joining a company-sponsored
sports team or scheduling a group lunch.
 In a face-to-face training meeting, invite the office employees to make a gratitude
list that allows them to write something down each week that they are grateful,
personally or work-related (see Figure 2).
o “Trade your bad attitude for more gratitude” (WikiHow, 2016).
o Those who are tend to focus on being more grateful report to be more
satisfied with their lives as a whole, feel more optimistic about the
upcoming week, and feel more connected with others (Robbins, 2011).

Strategy 2. Through highly interactive methods encourage office employees to make
suggestions for improving management and training techniques.
Tactics.
 Invite office employees to make anonymous suggestions in the ‘suggestion’ box
and attend the ‘town hall’ meetings as described previously (see Objective 1,
Technicians and Helpers, Strategy 2).
 In a face-to-face meeting, invite employees to openly make suggestions in
improving management and training techniques.
Key Public. Management
Strategy 1. Through highly interactive methods motivate management to improve workplace
culture and management techniques and exemplify the preferred characteristics of a great
leader.
Tactics.
 In a face-to-face meeting, challenge management to write down the characteristics
of a great leader. Encourage them to make three goals to attain these
characteristics, and ask them to write down instances where they felt they
exemplified these characteristics. In monthly meetings, invite management to
share with others an instance of how they were doing with their goals – if
someone feels comfortable enough to. In each monthly meeting, make three more
goals, and repeat until December.
 Invite a special guest to make a speech to management about becoming a great
leader.

 Based on the transcribed comments (see Appendix), many employees feel that the
management team often looks for the worst and becomes angry quickly. Conduct
a training focused on this, and encourage management to “be quick with positive
feedback, and slow with criticism” (Brandon, 2014).
Objective 2. Deliver a new plan for improved efficiency by implementing new organizational
internal communication protocol and processes every other month until 100 percent of
employees feel internal communication is perfected, and develop a secure business model by
rebranding the business to cultivate fun, passion, and community by December 2016 using no
more than 85 percent of the allotted budget.
Key Public. Office Employees
Strategy 1. Through highly interactive methods encourage office employees to improve
internal communication processes and efficiency.
Tactics.
 In face-to-face meetings, invite office employees to make suggestions regarding
communication processes (email, database communication).
 Conduct at least three sessions of one-on-one meetings with office employees
with a standardized list of questions regarding their opinions on co-workers
efficiency, and create tactics to solve problems, depending upon results. If office
employees would prefer anonymity, create an email address titled
‘employeeassistance@allproutah.com’ and invite office staff to send results
through this email address.

 In meetings, encourage employees to take regular breaks to recharge themselves
through walking around the block or reading a book in another room (Korkki,
2012).
o Regular breaks improve productivity and creativity (Korkki, 2012).
Key Public. Management
Strategy 1. Through highly interactive methods encourage management to rebrand All Pro
Disaster Cleaning, Inc. to create a business model that cultivates fun, passion, and community.
Tactics.
 Make a speech to management, office employees, and technicians about the
rebranded business model.
 Hold an ‘All Pro Olympics’ tournament with all employees to cultivate fun and
community.
 Invite management, office employees, and technicians to a work retreat held at
Megaplex Theaters to allow employees a free and fun night out and show them
appreciation for their hard work.
 Make monthly goals with both technicians and helpers and office employees. If
the goal is achieved, the business provides lunch for the employees. Each month,
however, must be appropriate yet specific to the seasonal trend.

THE ROAD TO REJUVENATION
Calendar
28
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Tactics: Handwritten notes and quarterly raffle for prize
F2F training to keep equipment and van clean and
organized
F2F training/retraining on steps to win clients trust
within 5 minutes
Speech to emphasize client's needs and stress
Implement 'Secret shopper' program
Tactics:
F2F hands-on training, topics determined through
tallied votes
Play the game of Jeopardy! to test knowledge
F2F role playing trainings
Suggestions box and 'town hall' meetings
Tactics:
One-on-one F2F meetings to asses work
performance
Attitude and stress assessment surveys and goal
setting activity
F2F verbal appreciation and recognition
WOW' Watch our Words concept
Create 'ranking' board for lunch time and follow it
Season appropriate team-building exercises
F2F training about gratitude
Tactics: Suggestions box and 'town hall' meetings
F2F meetings to make open suggestions
Tactics:
F2F meetings to make open suggestions about
email and database communication
Sep Oct Nov Dec
2016
Month May Jun Jul Aug
Week
Key Public: Technicians and Helpers
Strategy: Encourage to renovate All Pro’s quality, value and service by being organized, presentable, and professional.
Strategy: Encourage to make suggestions for improving management and training techniques.
Strategy: Motivate to improve the employee and customer experience, and improve office culture by focusing on self-improvement and positive attitudes.
Key Public: Office Employees
Strategy: Encourage to improve internal communication processes.

1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Three sessions of one-on-one meetings or
anonymous responses to standardized questions
about co-worker efficiency
F2F meetings about break time
Tactics:
F2F monthly meetings to make three attainable
leader-related goals
Special guest speaker about leading
F2F training meetings on managing temper and
expectations with employees
Tactics: Speech to employees
All Pro Olympics tournament
Work retreat at Megaplex theaters
Monthly F2F meetings to make goals
Key Public: Management
Strategy: Motivate to improve workplace culture and management techniques and exemplify the preferred characteristics of a great leader.
Strategy: Encourage to rebrand All Pro Disaster Cleaning, Inc. to create a business model that cultivates fun, passion, and community.
Month May Jun Jul Aug Sep Oct Nov Dec
Week

THE ROAD TO REJUVENATION
Budget
30
Detail Paid By Quantity Per Item Cost Total Projected Sponsored Credits Actual Projected
Tactics:
Handwritten notes and quarterly
raffle for prize
Funding for prize
3 35.00$ 105.00$ -$ 105.00$
F2F training to keep equipment and
van clean and organized
Cost included in wages Wages
-$ -$ -$ -$
F2F training/retraining on steps to
win clients trust within 5 minutes
-$ -$ -$ -$
Speech to emphasize client's needs
and stress
-$ -$ -$ -$
Impliment 'Secret shopper' program No Cost
105.00$ -$ 105.00$
Tactics:
F2F hands-on training, topics
determined through tallied votes
-$ 0 0 0
Play the game of Jeopordy! to test
knowledge
Funding for prize
4 20.00$ 80 0 80
F2F role playing trainings Cost included in wages Wages
-$ 0 0 0
Suggestions box and 'town hall'
meetings
Funding for purchase
and design of box 1 20.00$ 20 0 20
100 0 100
205.00$ -$ 205.00$
Tactics:
One-on-one F2F meetings to asses
work performance
-$ -$ -$ -$
Attitude and stress assessment
surveys and goal setting activity
-$ -$ -$ -$
F2F verbal appreciation and
recognition
No Cost
-$ -$ -$ -$
WOW' Watch our Words concept Cost included in wages Wages
-$ -$ -$ -$
Create 'ranking' board for lunch time
and follow it
Funding for purchase
and design of board 1 20.00$ 20.00$ -$ 20.00$
Season appropriate team-building
exercises
Funding for league fees
or activities -$ 450.00$ -$ 450.00$
Key Public: Technicans and Helpers
Strategy: Encourage to renovate All Pro’s quality, value and service by being organized, presentable, and professional.
Strategy : Encourage to make suggestions for improving management and training techniques.
Strategy: Motivate to improve the employee and customer experience, and improve office culture by focusing on self-improvement and positive attitudes.
Key Public: Office Employees
Strategy Subtotal
Strategy Subtotal
Public Subtotal

F2F training about gratitude Cost included in wages Wages
-$ -$ -$ -$
470.00$ -$ 470.00$
Suggestions box and 'town hall'
meetings
Cost included in
previous strategy -$ -$ -$ -$
F2F meetings to make open
suggestions
-$ -$ -$ -$
-$ -$ -$
F2F meetings to make open
suggestions about email and database
communication
Cost included in wages
Wages -$ -$ -$ -$
Three sessions of one-on-one
meetings or anonymous responses to
standardized questions about co-
worker efficiency
Wages -$ -$ -$ -$
F2F meetings about break time Cost included in wages
Wages -$ -$ -$ -$
-$ -$ -$
470.00$ -$ 470.00$
F2F monthly meetings to make three
attainable leader-related goals
Wages -$ -$ -$ -$
Special guest speaker about leading
Funding for cost of
speaker -$ 125.00$ -$ 125.00$
F2F training meetings on managing
temper and expectations with
employees
Wages -$ -$ -$ -$
125.00$ -$ 125.00$
Speech to employees Cost for caterer 150.00$ 150.00$ -$ 150.00$
All Pro Olympics tournament
Cost for activities,
prizes, supplies and
caterer 350.00$ 350.00$ -$ 350.00$
Strategy: Encourage to improve internal communication processes.
Key Public: Management
Strategy: Motivate to improve workplace culture and management techniques and exemplify the preferred characteristics of a great leader.
Strategy Subtotal
Strategy Subtotal
Strategy Subtotal
Strategy: Encourage to rebrand All Pro Disaster Cleaning, Inc. to create a business model that cultivates fun, passion, and community.
Public Subtotal
Strategy Subtotal

Work retreat at Megaplex theaters
Funding for fees and
caterer, dinner and
dessert 1 3,000.00$ 3,000.00$ 3,000.00$
Monthly F2F meetings to make goals Cost included in wages
Wages -$ -$ -$ -$
3,500.00$ -$ 3,500.00$
3,625.00$ -$ 3,625.00$
4,300.00$ -$ 4,300.00$Campaign Subtotal
Strategy Subtotal
Public Subtotal

Communication Confirmation Table
Key Publics Objectives Self-Interests Primary Messages Opinion Leaders Strategies Tactics
Technicians
and Helpers
1. Engage and inspire
employees by significantly
improving training and
management techniques for
100 percent of employees at
all levels of the business to
reduce employee turnover by
75 percent, and create a
positive culture for employees
by refocusing the business
core on contributing
management and passionate
service by December 2016
using no more than ___
2. Deliver a new plan for
improved efficiency by
implementing new
organizational internal
communication protocol every
other month until 100 percent
of employees feel internal
communication is perfected,
and develop a secure business
model by rebranding the
business to cultivate fun,
passion, and community
improvements by December
2016 using no more than ___
Money and
health care.
Invite technicians and
helpers work to renovate
All Pro’s quality, value
and service by looking
and being organized,
presentable and
professional.
Department
managers,
primarily the
department head of
the flood
technicians and the
department head of
restoration
accounts. The main
office manager and
general manager
are also influential.
1. Renovate All Pro’s
quality, value and service
by being organized,
presentable, and
professional.
2. Improve management
and training techniques.
-Handwritten notes and quarterly
raffle
-Keep equipment and van clean and
organized
-Steps to win clients trust within 5
minutes
-Speech on client's needs and stress
-'Secret shopper'
-Hands-on training, TBA
-Jeopardy!
-Role plays
-Suggestions box and 'town hall'
meetings
Office
Employees
Money and
health care.
Encourage office
employees to improve the
office culture by focusing
on self-improvement and
positive attitudes, leading
to a better experience for
our customers and our
employees.
Colleagues and
managers. The
main office
manager and
general manage are
most influential.
1. Improve the employee
and customer experience,
and improve office
culture by focusing on
self-improvement and
positive attitudes.
2. Improve management
and training techniques.
3. Improve internal
communication processes
and efficiency.
-Asses work performance
-Attitude and stress surveys
-Goal setting activity
-Verbal recognition
-‘WOW' Watch our Words
-‘Ranking' board for lunch time
-Season appropriate team-building
exercises
-Training on gratitude
-Suggestions box and 'town hall'
meetings
-Open suggestions
-Standardized questions about co-
worker efficiency
-Break time
Management
Salary pay,
health care,
and
retirement
401(k)
accounts.
Motivate management to
improve on workplace
culture by exemplifying
the preferred
characteristics of a great
leader.
Top-level
management and
executives from
All Pro or other
businesses in the
industry.
1. Improve workplace
culture and management
techniques and exemplify
the preferred
characteristics of a great
leader.
2. Rebrand All Pro
Disaster Cleaning, Inc. to
create a business model
that cultivates fun,
passion, and community.
-Three attainable leader-related
goals
-Special guest speaker about leading
-Meeting on temper and
expectations with employees
-Speech to employees
-All Pro Olympics -Work retreat at
Megaplex theaters
-Monthly goals

Evaluation
Evaluation Criteria
Significantly improved training and management techniques for 100 percent of
employees at all levels of the business, reduced employee turnover by 75 percent, and refocused
the business core on contributing management and passionate service and created a positive
culture for employees, accomplished by December 2016, and used 15 percent of the allotted
budget.
Implemented new organizational protocol and processes every other month until 100
percent of employees felt internal communication was perfected to improve employee efficiency,
and rebranded the business to cultivate fun, passion, and community, accomplished by December
2016, and used 85 percent of the allotted budget.
Evaluation Tools
Significantly improved training and management techniques for 100 percent of employees at all
levels of the business, reduced employee turnover by 75 percent, and refocused the business core
on contributing management and passionate service and created a positive culture for employees,
accomplished by December 2016, and used 15 percent of the allotted budget.
 Wrote four handwritten notes monthly to technicians that showed a track record of
cleanliness, professionalism, and client satisfaction over three quarters. A total of 48
notes were entered into the three quarterly raffles, and three different technicians won gift
cards of $35 to different restaurants.
 Challenged technicians and helpers to keep their vans and equipment clean and organized
in two different meeting throughout the campaign. Three different technicians and
helpers received compliments from customer in-bound phone calls during the months of

May to August, and the company is still receiving random customer in-bound phone calls
to compliment the employee’s cleanliness and professionalism.
 Trained and/or retrained technicians and helpers in three face-to-face meetings on steps
of how to win our client’s/customer’s trust within the first 5 minutes upon arrival and
introduction. Increased the number of jobs secured by 25 percent.
 Roger Rasmussen made a speech to technicians and helpers and informed them of the
company’s plan in refocusing its core on passionate service to customers. In this speech,
Rasmussen emphasized the employee’s individual importance in understanding their
client’s needs and recognizing their client’s stress as significant and valuable. Increased
number of jobs secured by 15 percent.
 Started and implemented a ‘secret customer’ program in which members from the
management team will met with customers at random and evaluated the technician’s and
helper’s levels of professionalism, cleanliness and work ethic. Informed technicians and
helpers of program through face-to-face meetings. Received 25 new Google reviews at 5-
star ratings with the chosen customers’ satisfaction with the secret customer program and
the employee’s work.
 Conducted a meeting for technicians and helpers for them to experience hands-on
training. Asked employees to write down what specifically they wanted to learn more
about, and tallied the results. The topics with the highest number of votes were
certification regulations and laws. Evaluated level of knowledge with a benchmark
survey, and the hands-on training increased the employees’ knowledge of these areas by
100 percent.

 Held four meetings throughout the year with technicians and helpers and played the game
of Jeopardy! to test the employees’ knowledge about laws, regulations, and certification-
related information. Teams competed for prizes of $20 gift cards.
 Conducted a series of three face-to-face role playing meetings throughout the year for
technicians to learn from. Evaluated level of knowledge with a benchmark survey, and
the role plays increased the employees’ knowledge of these areas by 100 percent.
 Made a ‘suggestions’ box and invited technicians and helpers to make suggestions to
improve management and training techniques. Reviewed the ‘suggestions’ cards each
month in ‘town hall’ meetings. Received a total of 15 to 20 ‘suggestions’ cards each
month, and addressed all questions in each monthly meeting.
 Conducted one-on-one meetings with each office employee and assessed their work
performance individually. Held these meetings at the start of the campaign, in the middle
of the campaign, and at the end of the campaign in December. This increased workplace
efficiency by 60 percent, found through analyzing the three assessments together.
 Emailed attitude and stress assessment surveys to each office employee. After they
determined their results, management asked them to make three attainable goals to
achieve by the end of the campaign in December. Each office employee pledged to have
achieved their three goals in December 2016, and is going to repeat the activity in
January 2017.
 Recognized the office employees individual stresses by showing appreciation to them
through face-to-face verbal recognition. Office employees noted to have been coming in
to work with a better attitude and increased motivation, discovered through a survey.

 Started the concept of “WOW – Watch our Words,” and found that office employees
were three times more likely to be friendlier to each other and to customers over the
phone, discovered through one-on-one meetings with supervisors (WikiHow, 2016).
 Created a ‘ranking’ board that determined who would picking up the phone first, second,
and so forth. The board changed week-to-week, and the office employees welcomed the
idea and implemented it right away. This led to a happier environment and more
satisfying lunch break, discovered through face-to-face interaction with employees.
 Asked employees to take lunch breaks together. Evidence shows that skipping breaks can
lead to stress, burnout and exhaustion, and all employees agreed that taking the lunch
breaks as a team increased their productivity throughout the day by 35 percent (Korkki,
2012).
 Conducted various team-building exercises. Fifteen of the 20 main employees joined a
company-sponsored softball team, and management scheduled 2 group lunches for all
technicians, helpers, and office employees to enjoy together in the back shop area.
 Invited the office employees to make a gratitude list (see Figure 2) that allows them to
write something down each week that they are grateful, personally or work-related. One-
hundred percent of the office employees framed their gratitude list at their desk, and
reported to have a better attitude from doing so.
 Invited office employees to make anonymous suggestions in the ‘suggestion’ box. They
also attended the ‘town hall’ meetings as described previously (see Objective 1,
Technicians and Helpers, Strategy 2).

 Invited employees to openly make suggestions in improving management and training
techniques. Received a dozen new ideas to improve management and training techniques
from the employees, and implemented half of them for the future.
 Challenged management to write down the characteristics of a great leader. Encouraged
them to make three goals to attain these characteristics, and asked them to write down
instances where they felt they exemplified these characteristics. In monthly meetings,
each member of management shared with others an instance of how they were doing with
their goals. In each monthly meeting, they made three more goals, and repeated the
process until December. Each member of management felt they had become better
managers with this exercise, and aimed to continue the process quarterly in 2017.
 Invited a special guest to make a speech to management about becoming a great leader.
One-hundred percent of the management team attended the speech.
 Conducted a training focused on dealing with pessimism, and encouraged management to
“be quick with positive feedback, and slow with criticism” (Brandon, 2014). Employees
reported a more focused and collected manager, according to a benchmark survey
administered.
Implemented new organizational protocol and processes every other month until 100 percent of
employees felt internal communication was perfected to improve employee efficiency, and
rebranded the business to cultivate fun, passion, and community, accomplished by December
2016, and used 85 percent of the allotted budget.
 Invited office employees to make suggestions regarding communication processes (email,
database communication). Received a dozen suggestions regarding email communication,
and six new suggestions regarding database communication. These new suggestions were

put into action and increased internal communication and efficiency by 70 percent,
according to face-to-face meetings with employees.
 Conducted three sessions of one-on-one meetings with office employees with a
standardized list of questions regarding their opinions on co-workers efficiency, and
created tactics to solve problems. All but two office employees felt comfortable meeting
face-to-face, and the two agreed to anonymously responding through email.
 Encouraged employees to take regular breaks to recharge themselves through walking
around the block or reading a book in another room (Korkki, 2012). The office
employees created a weekly schedule to increase use of break time (i.e. Mondays:
reading days, Tuesdays: ‘Take a Walk’, etc.). Employees reported being more productive
during work time by taking break times more seriously.
 Roger Rasmussen made a speech to management, office employees, and technicians
about the rebranded business model and catered Zupas for a meal. Ninety-five percent of
the employees attended, and 40 percent of attendees made comments of excitement and
acceptations.
 Held an ‘All Pro Olympics’ tournament that spanned over two days, and 70 percent of
employees attended and participated. One-hundred percent of attendees made comments
and supporting statements of making the event an annual celebration.
 Invited management, office employees, and technicians to a work retreat held at
Megaplex Theaters to allow employees a free and fun night out and show them
appreciation for their hard work. Eighty percent of employees attended the retreat, and all
married employees brought their spouse.

 Made monthly goals with both technicians and helpers and office employees. Of the eight
months of implementation, the technicians and office employees achieved their goal five
of the months, and the business bought lunch each time. All employees reported to have
enjoyed the goal setting activity, and said it increased their motivation and attitude at
work.
Conclusion
Over the last year, All Pro Disaster Cleaning, Inc. has executed a strategic plan to regain
the trust and admiration of its employees. It has improved internal communication processes and
training and management techniques as much as it has increased the value and opinion of its
employees. All Pro Disaster Cleaning has created a positive experience for its employees in its
workplace culture and environment. In improving these areas, All Pro Disaster Cleaning has
earned the public and employee opinion of going “beyond clean” by caring about its employees
(All Pro Utah, 2016a).

References
All Pro Utah. (2016a). Utah disaster’s cleanup experts. Retrieved from http://allproutah.com/
All Pro Utah. (2016b). Air duct cleaning. Retrieved from http://allproutah.com/air-duct-cleaning/
Brandon, J. (2014). Twenty ways to become a better leader right now: good leaders don’t just
happen overnight. Retrieved from http://www.inc.com/john-brandon/20-ways-to-
become-a-better-leader-right-now.html
Brooks, S. (2012). Twelve ways to help clients trust your appearance. Retrieved from
http://www.sales-initiative.com/toolbox/selling/12-ways-to-help-clients-trust-your-
appearance/
Business Performance. (2003). Costs of poor workplace communication. Retrieved from
http://www.businessperform.com/workplace-communication/poor-communication-
costs.html
James, L. (2013). How your attitude affects social interactions. Retrieved from
https://brandredresume.com/2013/07/01/attitude-affect-social-interactions/
Korkki, P. (2012). To stay on schedule, take a break. The New York Times. Retrieved from
http://www.nytimes.com/2012/06/17/jobs/take-breaks-regularly-to-stay-on-schedule-
workstation.html?_r=0
KSL. (2016). Studio 5 with Brooke Walker: All pro disaster. Retrieved from
http://studio5.ksl.com/index.php?nid=124&sid=24242567
Lee, S. (2016). Report forecasts solid year for Utah economy. Retrieved from
http://www.deseretnews.com/article/865645829/Report-forecasts-solid-year-for-Utah-
economy.html?pg=all

McQuerry, L. (2016). How does attitude affect communication? Retrieved from
http://yourbusiness.azcentral.com/attitude-affect-communication-10522.html
Robbins, O. (2011). The neuroscience of why gratitude makes us healthier. Huffington Post.
Retrieved from http://www.huffingtonpost.com/ocean-robbins/having-gratitude-
_b_1073105.html
Root, G. (2016). How do negative and positive attitudes affect the workplace? Small Business.
Retrieved from http://smallbusiness.chron.com/negative-positive-attitudes-affect-
workplace-21287.html
Shore, J. (2010). Nine reasons angry bosses should hold their tongues. Huffington Post.
Retrieved from http://www.huffingtonpost.com/john-shore/9-reasons-angry-bosses-
sh_b_735990.html
Snyder, B. (2015). Half of us quit our job because of a bad boss. Fortune. Retrieved from
http://fortune.com/2015/04/02/quit-reasons/
Utah Governor’s Office of Economic Development. (2016). Why come to Utah: Dynamic
economy. Retrieved from http://business.utah.gov/why-come-to-utah/dynamic-economy/
WikiHow. (2016). How to change attitude at work. Retrieved from
http://www.wikihow.com/Change-Attitude-at-Work
Yellowbook. (2016). Local business: All pro disaster cleaning. Retrieved from
http://www.yellowbook.com/profile/all-pro-disaster-cleaning_1883490552.html

Appendix
Question
Strongly
Disagree
Disagree Neutral Agree
Strongly
agree
Statements regarding management and training processes.
I was not trained properly. 29 43 7 21 0
I did not feel comfortable completing my job
tasks after the three weeks of being hired.
43 29 7 21 0
When I am given an unfamiliar task, I am
provided clear instructions on how to complete
it.
0 21 43 36 0
I am not familiar with the employee handbook
and company policies.
21 50 21 7 0
When I don't know the answer to something, I
feel comfortable enough to ask my manager for
help,
0 7 14 50 29
My manager cultivates a positive work
atmosphere.
0 0 21 71 7
The owner is involved in day-to-day operations. 0 7 29 50 14
Question
Strongly
Disagree
Strongly
agree
Statements regarding overall satisfaction.
I enjoy my job. 0 0 0 71 29
I know what my job duties are. 0 0 0 71 29
My manager is organized and efficient. 0 8 23 54 15
My coworkers are organized and efficient. 0 36 36 21 7
The company has the tools to succeed. 0 0 29 50 21
Table 2. Results from Likert scale questions from the survey as part of the primary research.

Question
Strongly
Disagree
Strongly
agree
Statements regarding internal communication.
My manager communicates his/her expectations
clearly with me.
0 0 29 43 29
There is poor communication between the office
and the technicians.
14 21 14 29 21
I receive too many emails that are unrelated to
me.
14 43 36 7 0
I know who to include on customer service
emails.
7 0 29 43 21
There are not enough people involved in problem
solving (i.e. company and customer issues).
7 50 21 21 0
Owner
General Manager
Sales and Office
Manager
Human Resources
and Janitorial
Manager
Technician
Manager
Restoration
Manager
Staff Accountant
and Collection
Specialist
Admin. for
Restoration
Accounts
Janitorial Staff Lead Technicians
Helpers
Restoration
Technicians
Receptionist
Figure 1. Visual chart of hierarchical structure of organization.

Transcribed Comments
Q1. What do you like most about working with All Pro?
I really enjoy working for a company that is in such a potential stage for growth. I like being able
to see immediate changes take effect by suggestions that come from a team. I enjoy the
fact that my ideas are heard and valued. I feel the confidence from management to
explore the possibilities of growing a company that's already achieved quite a bit of
success.
My co workers
My coworkers and walking around in feces.
Being able to help people in need
Figure 2. Visual aid of employee gratitude list activity.

I like the opportunity for growth, I feel like my opinions and ideas are well received
I like that the company wants to work out the kinks and they also involve all the employees and
get their opinions. It feels like our opinions matter. There is a family feeling amongst all
of the staff and a feeling of appreciation from the management when we perform as
expected
If we come through on opportunities that will be my favorite thing
The people I work with.
Laid back atmosphere, mainly good vibes in the office.
I'm never bored.
Opportunity for growth.
I like that every day is varied. I have interface with customers, employees and coworkers that I
take part in making a positive difference in people's lives.
They give me freedom and responsibility and trust in me to finish jobs on time and on budget.
I like my job
Q2. What do you wish you could change about working at All Pro? And How?
There is a shift that is occurring with the company's direction and leadership. During this
transition there has been a lot of opportunity to provide input and grow the verticals of
individuals roles. I wish that I could change the perception of the people that have been
here longer so that there was more initiative and drive to implement change and
improvements during this shift, rather than some of the stubborn mentality that is
resistant to change. I believe that the company core culture we're working toward creating
will help to influence more proactive thinking and a more engaged level of involvement
from anyone working with All Pro
Consistent hours, better scheduling
I wish I made more and had more consistent hours.
Structure, Growth and pay increase
I would change the commission arrangement with the technicians so the pay is based more on
work performance and there would be less independence and more teamwork because
everyone would be there to help each other and not just looking out for their own

commission increases. I think a standard pay and bonus structure would be more
beneficial rather than independent commissions per project.
I wish the flood crews would take as much pride in our equipment and shop as much as they do
in their paychecks. also that the crews would watch each others backs rather than jump on
the opportunity to make another look bad. we need to realize we are on the same team.
we need to work on bringing our selves up and know that our co workers would do the
same for us for moral reasons.
I'd like more control of projects I am working on. It's frustrating when key decisions are made
without my input that affect my commissions and customers.
That there was better communication between departments. That their was more pride taken in
jobs.
Pay scale / work load. Reward the workers that are invested in core values and willing to put
forth the effort.
Keeping a positive mind set by positive reinforcement.
Wish that employees would take ownership for the mistakes that are made and strive to be better
and move forward. Can be done by creating an environment where mistakes can be
viewed as an opportunity for growth.
Poor investment in people proven to not have what a job takes. Hire and train people with
specific qualities that fit the position instead of hiring the wrong people and trying to dig
out of the hole they create. Worse when people prove time and again they are not capable
of management yet given more opportunities and less accountability.
I would like to make more money.
Not much
Q3. Do you feel appreciated by management? If no, please explain why you feel this way.
Yes.
Most of the time. Things have gotten better over the last few months. There has been some areas
of non communication with regard to changes happening and what workers can expect.
I feel and sometimes treated as though the work that I do is just the mundane part of the
company.

Appreciation wanes and waxes. I appreciate my job and the opportunities it gives me to improve
myself and my employees lives.
Yes
Yes I do.
In most cases. sometimes It feels as if other office members don't realize what I do or how hard I
work at it.
Yes, the dart game and gift cards are nice. I'd like to see some meaningful, long term rewards in
place though and clear expectations. Sometimes we feel like stepchildren.
Yes and no, it seems like when we do something good it is good and when we do something bad
we get our asses reamed.
Yes
There needs to be more appreciation among the company
I do feel appreciated and well compensated for the work I do
I do.
I do. I could elaborate but the question was a yes/no question.
Q4. In what way(s) would you like to see your manager improve?
Currently I have not come across an area of growth that I could point to directly for my manager.
I'm new with the company, but I've been able to communicate well with management so
my views are well understood.
Better attitude
Don't get as angry and always assume the worse.
I feel like my manager has improved much over the last year already. I think taking more time to
do hands on work and in the field training with technicians is always beneficial.
I don't really know of any I thinks its a matter of having crews and guys taking the management
serious I think there is an authority issue with the men. I don't have any suggestions for
management

He's been improving steadily, maybe watch out for getting heated over certain things
Better organizational skills.
More personable. More empowering to team rather than micromanaging.
Know and understand the functions of each employee under them and what it takes to get their
job done.
More involved with the employees
Poor judgement and distraction from outside influences. No equality of accountability of
between managers. Gender bias pay structure. The biggest focus always seems to put out
the fires here and now instead of making solutions with the future in mind (see above).
The manager needs to make sure every little bit of work is accounted for. So we don't have to
call the manager later with more work added and more money.
He's pretty good

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