Family businesses abound in the janitorial industry. In fact, I'm not quite sure I've seen an industry filled with so many family businesses. Speaking from experience, family business can be the source of tremendous blessing and joy. But if not carefully managed, can be a source of dissension and frustration. In this podcast, I look at 4 principles you can practice to help produce better outcomes for your family business, both at work and at home.

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It is easy to get lured into thinking new sales is the best way to get more profit in your cleaning business. There is no doubt that new sales are important. However, existing customers are often an untapped resources for growing your business.

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Here are 5 leadership lessons from the life of Winston Churchill, as highlighted at the end of Paul Johnson's book Churchill. The lessons are applicable to the life of any leader.

When we think about measuring performance in our cleaning companies, we often look at lagging indicators. How did we do in the past? However, we need some indicators - activities we measure - that will help predict how we will do in the future.

The reason people buy products and services is somewhat of a mystery. Sure, there are the obvious reasons that make someone choose one thing over another. But why do they choose the way they do? When you sell janitorial services, what exactly are the buyers looking for to help them make a decision? Is it only price?

If you want to build a company that has a thriving culture and team members who are bought in, you must have right beliefs about EVERY member of your team.

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Some people in the cleaning industry are paying commission on jobs that they shouldn't be paying commission on. On the flip side, some companies aren't rewarding the right kinds of sales enough. How can you avoid these traps and develop the right comp plan for your sales person?

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Here are 5 reasons why your janitorial company is not growing like you want....5 reasons you are selling more of the kinds of jobs that make you successful in the long run.

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As a janitorial company grows, the org chart changes. But what should that evolution look like? Is there an end game?

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