Is your Buddhist Columbarium business still relying on "managing" employees to save costs? That’s a huge mistake! In just 3 minutes, learn how truly excellent leaders guide their teams to achieve both merit and wealth in this sacred industry!

Dear owners and managers of Buddhist Columbarium businesses,

We are engaged in a noble undertaking that carries family memories and blessings for the deceased. However, many owners end up becoming "supervisors," constantly monitoring costs and controlling expenses. This is wrong! What is the core role of an owner?

It’s leadership! Leading the team to serve more families in need, creating value, and expanding this blessed cause. Management is merely a tool for cost control, while leadership is about pioneering, generating revenue, and accumulating merit!

In our industry, surface-level issues may seem related to the Buddhist Columbarium product or service, but deeper down, it’s about not selecting or utilizing the right people. What is the root cause?

It’s that you’re not compensating people correctly! When compensation is fair, it attracts compassionate, capable, and service-oriented individuals. With the right people, tasks like niche selection, placement, and follow-up care will naturally fall into place.

So, how can we use "money" to attract and screen the right talent?

Especially during the probation period for new hires, here’s a counterintuitive yet highly effective method!

Imagine you’re interviewing a new service advisor, Xiao Wang. After discussing the basics, you tell him, "Xiao Wang, our company has a three-month probation period."

He might think, "Here we go again—another discount on labor costs."

But you continue, "Xiao Wang, considering you’re new and need time to familiarize yourself with our Buddhist Columbarium products, service processes, and even the Buddhist cultural context, the workload pressure will be high. You may also need to relocate and settle down, incurring additional expenses.

More importantly, building trust with colleagues and grieving families requires extra effort and dedication.

Therefore, during the three-month probation, on top of the agreed 6,000 yuan base salary, we will add an extra 2,000 yuan each month, making it 8,000 yuan. This is to help you settle in quickly, fully commit to your work, and serve every client with care. What do you think?"

How do you think he will react?

He’ll likely be surprised, then grateful—and ready to start immediately!

Why does this work?

• Humanity and Care: As a newcomer, he needs support. Your thoughtfulness will be felt. Since we are in the business of conveying warmth and care, the same should apply to our employees.

• Signaling Value: This shows you are not a stingy boss. You value talent and are willing to pay for it.

• Motivation Boost: The higher salary creates a sense of "pressure" and "gratitude," motivating him to prove his worth through hard work, proactive learning, and dedicated service.

• Your Confidence: With the extra pay, you can rightfully expect higher performance. From day one, you can urge him, "Xiao Wang, give your best to serve families—you owe it to this salary!" He will strive to meet expectations.

As Ren Zhengfei said, "When you pay enough, even non-talents become talents." Conversely, underpayment can demotivate or drive away talented individuals. In the Buddhist Columbarium industry, we need compassionate, patient, and professional advisors. This investment is worth it!

By adopting this approach, recruitment becomes easier. With a steady inflow of talent, you can confidently let underperformers go. Don’t hesitate. A team must have fluidity.

Regularly optimize your team by removing those with poor service attitudes, lack of responsibility, or those who harm the company’s reputation. With departures and arrivals, the remaining members will stay vigilant and committed. Otherwise, veterans may become complacent and even threaten, "Boss, without us, how will you keep things running?" That’s putting the cart before the horse!

Remember, owners shouldn’t get bogged down in micromanagement. Your role is to steer, not to participate. Allocate resources wisely, position people correctly, ensure a continuous influx of fresh talent, and promptly remove misfits. Your team management will thrive.

Now, let’s discuss the second key aspect of performance: commissions. Many companies, especially sales-driven ones, tie commissions solely to sales revenue. Selling expensive Columbarium niches yields higher commissions. This might have worked in the past when "customer flow" came naturally. But today, the biggest challenge is the lack of footfall! If families don’t know about you or visit, how can you close deals?

If your Buddhist Columbarium advisors are compensated based only on sales, what will they do? They’ll push the most expensive options, potentially neglecting budget-conscious or hesitant families, and even pressuring them. Our industry doesn’t sell ordinary goods—it offers solace, trust, and care. Aggressive sales tactics will only drive families away and damage reputation!

Consider Haidilao, a benchmark in the service industry. Do they reward waitstaff based on how much food they sell? Absolutely not! If so, servers would hound customers to order, ruining the experience. Haidilao emphasizes service and customer satisfaction!

Therefore, commission structures in the Buddhist Columbarium industry must not focus solely on sales! Prioritize aspects that reflect the essence of our work:

1. Customer Acquisition (Footfall): Reward advisors for bringing in potential families through referrals, community events, or online outreach. Offer an "invitation visit award" or include this in commission calculations.

2. Service Quality (Satisfaction): Evaluate advisor performance based on family satisfaction throughout the consultation, selection, contracting, and follow-up stages. Use feedback systems and reviews. High service quality builds口碑 and referrals.

3. Expertise and Communication: Assess advisors’ ability to accurately, clearly, and empathetically explain the cultural significance, placement rituals, and services of the Buddhist Columbarium. Professionalism builds trust.

Sales revenue should be a result, not the primary metric. First, cultivate a large base of satisfied "customer flow," and sustainable "revenue" will follow. Don’t "kill the cow" just to "drink the milk"!

Beyond salaries and commissions, consider:

• Bonuses: Tie them to clear goals, such as placement volumes, customer satisfaction scores, or referral rates. Reward achievement, not arbitrary gestures.

• Benefits: Offer universal perks like social security, holiday gifts, team-building trips, and training opportunities (e.g., Buddhist studies, end-of-life care). These retain loyalty.

• Profit Sharing/Equity: Grant this to key leaders, such as store managers or regional heads. Sharing profits fosters an "owner mindset," motivating them to inspire and manage their teams effectively.

Lastly, don’t overlook processes. People may come and go, but standardized service procedures, workflows, and communication scripts must be preserved. Continuously refine these so new hires can quickly adapt, and service quality remains consistent. This is your company’s "iron-clad foundation."

In the Buddhist Columbarium business, the owner’s core duty is leadership, not management.

• Use attractive compensation (especially unconventional probation-period premiums) to attract and motivate the right people.

• Establish smooth recruitment and淘汰 mechanisms to maintain team vitality.

• Design fair commission systems focused on footfall and service satisfaction, not just sales.

• Leverage bonuses, benefits, and profit-sharing, while solidifying standardized processes.

The ultimate goal isn’t just profit on financial statements but providing peace for countless families, blessings for the departed, and accumulating boundless merit. When you prioritize "people" and "service," wealth and blessings will naturally follow.

— Sales Manager: Mr. Luo HuaHeng Columbarium Factory Jiangxi, China